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Negocios Inclusivos: Proceso de Distribución (inglés)

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iDE es una organización que gestiona proyectos en más de 11 países con un presupuesto de 150 millones de euros.

Desarrollan negocios inclusivos centrándose en las personas y siempre diseñando, estos negocios, adaptándolos a la sociedad a la que quieren ayudar. ¿Quieres comprender como dan el último paso? Aquí te lo cuentan.

Published in: Government & Nonprofit
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Negocios Inclusivos: Proceso de Distribución (inglés)

  1. 1. Copyright©2014porFundaciónCODESPA.Todoslosderechosreservados Negocios Inclusivos: proceso de distribución II CONFERENCIA INTERNACIONAL DE NEGOCIOS INCLUSIVOS 2017
  2. 2. Entrepreneurs are everywhere Mission to create income and livelihood opportunities for poor rural households Entrepreneurs are everywhere F. Conor Riggs CODESPA, Madrid 23 Feb 2017 criggs@ideglobal.org Building a Lifeline of Opportunity through Last Mile Delivery
  3. 3. 1 WHO is iDE (in Bangladesh)? 2 WHAT do we do in Last Mile Delivery? 3 HOW might we transfer our results? Today’s Conversation
  4. 4. 1 WHO is iDE (in Bangladesh)? Today’s Conversation
  5. 5. Country Programs 11 Asia, Africa, and Latin America Founded 1982 Portfolio 250 Projects in market and private sector developed Value 150 Million Our Team 1,200+ Employees Worldwide Donors 90 USAID, the Bill and Melinda Gates Foundation, DFID, CIDA, and the World Bank Awards 10 International development and design awards since 2004 Introduction to iDE
  6. 6. iDE Pillars Start with People Design to Context Tailored to meet local contexts: social, cultural, political, and environmental. Focus on technology designs that fit within the context of each particular farm, village, region, and country Business Delivers Mobilize private sector by building a strong business case for marketing to the poor. iDE creates financially viable social enterprises that are dedicated to social, environmental, and financial goals Results Rule iDE is pioneering a dynamic cloud- based information system that connects every segment of our operations Using Human-Centered Design to develop a deep understanding of people’s lives to inspire our designs and market-based ideas
  7. 7. iDE uses a market-oriented development model to improve the lives of the low-income groups. We seek to understand base-of-the pyramid customers, analyze market constraints, and explore high-value market opportunities - with the ultimate goal of catalyzing pro-poor change that is sustainable, scalable, and inclusive. AGRICULTURE FOR ENTREPRENEURS MARKETS FOR WASH ACCESS TO FINANCE iDE’s Thematic Foci
  8. 8. 2 WHAT do we do in Last Mile Delivery? Today’s Conversation
  9. 9. Macroeconomic ‘Missing Middle’ between public funding/research and private investment leaves many low-income people without supply iDE’s LMD Job: Bridging the ‘Valley of Death’ through external investment Microeconomic Successful commercialization of a last mile business model faces significant risks before success can be realized
  10. 10. “@iDE, we HEAR, CREATE & DELIVER for inclusive businesses across PEOPLE, PROCESS, PRODUCT & PERFORMANCE in order to generate greater QUALITY, TRUST & DE-RISKING from the ‘first’ mile to the ‘last’” Our ‘Pitch’ to Inclusive Businesses
  11. 11. The Treadle Pump: Last Mile Delivery Success, or Failure? (Depends on How You Look at It)
  12. 12. “A Startup is a temporary organization in search of a scalable, repeatable, profitable business model.” - Steve Blank & Bob Dorf, The Startup Owner’s Manual
  13. 13. “A Startup is a temporary organization in search of a scalable, repeatable, profitable business model.” - Steve Blank & Bob Dorf, The Startup Owner’s Manual The effective ‘Startup’ for the Last Mile ensures inclusion of QUALITY, TRUST & DE-RISKING
  14. 14. iDE’s Last Mile Delivery Approach: 1) Build an Effective ‘Startup’ 1. HEAR (Explore) 2. CREATE (Experiment) 3. DELIVER (Expand) PEOPLE Appreciative Inquiry PROCESS Human-Centered Design Making Markets Work for the Poor (M4P) Strategic Partnerships Process PRODUCT Agile Management /SCRUM PERFORMANCE Adaptive Management DCED Standard for Results Measurement
  15. 15. iDE’s ‘Startup’ Model @ BAN
  16. 16. Impact At-A-Glance (BAN 2016) 99, 997 + 105,045 Households Reached Directly/Indirectly $ 148 Avg. Increase in Annual Income 11.8 Cost-to-Benefit Ratio 499,885 + 524,174 Individuals Reached
  17. 17. FARM BUSINESS ADVISORS Freelance entrepreneurs are loosely organized into a network that facilitates supply of ag inputs and output mkting. WASH-NUTRITION SELLERS Small business associations for WASH MSMEs utilize Nutrition Sales Agents to generate and capture demand Last Mile Delivery @ iDE BAN (4,254 Active Entrepreneurs & Growing) LOCAL SERVICE PROVIDERS Independent dealers incentivize local entrepreneurs to buy ag machines and provide rental services 490 1,631 318 1,815
  18. 18. FARM BUSINESS ADVISOR
  19. 19. Farm Business Advisors (490) Reaching 100+k HHs in input & output marketing 1. HEAR 2. CREATE 3. DELIVER ● Figure out what makes a good intermediary in the value chain/market ● Uncover the barriers to doing it yourself (e.g. mobility, economies of scale) ● Develop & deliver training program ● Develop FBA typology/categories for rapid monitoring & technical assistance ● Assess FBA networks - value add or not? ● Screen FBAs for QUALITY, TRUST & DE- RISKING ● Execute freelancing & dealership promotion to lead firms FBA Network Farm Business Group FBAs Farmers
  20. 20. WASHNUT
  21. 21. WASH-Nutrition Sellers (1,631+318) 200k+ toilets sold + 50+k HHs nut access since 2014 1. HEAR 2. CREATE 3. DELIVER ● Conduct HCD deep dives ● Market mapping and value chain analysis ● Understand latent demand for upgrading ● Ensure mobility is understood ● Supported development of SaTo Pan - mass producible product, w/ American MNE ● Developed improved latrine product for mass production w/ Bangladeshi lead firm ● Supported lead firm with training for latrine producers ● Supported Nutrition Sales Agent pilot initiative ● Incentivized latrine producers to formalize ‘Sanitation Business Associations’ for aggregated demand ● Screen w/in SBAs for QUALITY, TRUST & DE- RISKING ● Connect SBAs to lead firm Sanitation Business Association Sanitation Business Nutrition Sales Agent
  22. 22. LOCAL SERVICE PROVIDER
  23. 23. Local Service Providers (1,815) 33k HHs served since 2013 and rapidly growing 1. HEAR 2. CREATE 3. DELIVER ● Value Chain Analysis ● HCD deep dives ● Exposure visits ● Modify machines based on user feedback ● Support marketing strategy by lead firms for machines ● Discover the details of the business model (e.g. size, marginal returns, max coverage area) ● Establish credit mechanisms ● Explore domestic production for lead firms ● Screen LSPs for QUALITY, TRUST and DE-RISKING ● Incentivize dealers to drive the overall system Machinery Dealers LSPs Block Managers
  24. 24. iDE’s “Firm to Farm” Last Mile Delivery Model @ BAN
  25. 25. 3 HOW might we transfer our results? Today’s Conversation
  26. 26. iDE’s “Firm to Farm” Last Mile Delivery Model @ BAN
  27. 27. DONORS Australian Aid Australian Red Cross Bill & Melinda Gates Foundation Department for International Development, United Kingdom Duke Energy Embassy of the Kingdom of the Netherlands European Union German Federal Ministry for Economic Cooperation and Development Overseas Private Investment Corporation Swedish International Development Cooperation Agency Swiss Agency for Development and Cooperation Thermofluidics Ltd. United Nations International Children’s Emergency Fund United States Agency for International Development Wellcome Trust World Bank PUBLIC SECTOR PARTNERS Agricultural Information Services Bangladesh Agricultural Development Corporation Bangladesh Agricultural Research Council Bangladesh Agricultural Research Institute Bangladesh Agricultural University Bangladesh Institute of Development Studies Bangladesh Institute of Nuclear Agriculture Bangladesh Rice Research Institute Department of Agriculture Extension Department of Fisheries Department of Livestock Services Department of Public Health Engineering Directorate General of Family Planning Bangladesh Government of Bangladesh ACADEMIC PARTNERS George Washington University Carnegie Mellon University PRIVATE SECTOR AND FINANCE PARTNERS A. R. Malik Seed Company (Pvt.) Limited ACI Godrej Agrovet Private Limited ACI Motors ACI Seed Acme Agrovet & Beverage Ltd. Action in Development Advanta Agrico Alim Industries Ltd. Electro Solar Power Ltd. EON Group Fishtech BD Limited Folia Getco Agro Vision Ltd. Grameen Intel Social Business Ltd. Grameen Jano Unnayan Sangstha Ispahani Agro Limited Ispahani Biotech Jagorani Chakra Foundation Janata Engineering Lalmoni Agro Ltd. Lal Teer Seed Limited Novartis Padakhep Manabik Unnayan Kendra Polygon Resources Rahimafrooz Renewable Energy Ltd. RFL Royal DeHeus Group Society Development Committee Syngenta The Metal (Pvt.) Ltd. TMSS United Finance Limited
  28. 28. (Some) Design Principles for LMD Growth HEAR (Research & Learn) CREATE (Pilot & Pivot) DELIVER (Scale & Grow) People RISK: Find “pre-trained” people in the market (lots of latent capacity from prev. work) QUALITY: Find pre-existing actors/players wherever possible QUALITY: Ensure staff understand changing roles over time TRUST: Maximize network ‘routines & spaces’ & get out of the way! TRUST: Ensure staff understand time for exit RISK: Deeply understand lead firms’ staff motivations & politics Process TRUST: Structure pre-teaming agreements RISK: Maximize sacrificial concepts thinking (A/B testing) QUALITY: Utilize “cross-cultural” tools RISK: Structure ‘pessimistic’ deals rather than ‘optimistic’ ones (& demand pragmatism) RISK: Scale your (semi) digital system/model early - information gaps happen fast! Product RISK: Understand whether invention risk vs. customer/mkt risk (or both!) QUALITY: Aggressively target not only customer journey but LMD actor journey TRUST: Maximize repetition during piloting RISK: Stay out of market as much as possible Performance QUALITY: Focus on speed of research+learning cycle QUALITY: Pay less attention to scale numbers, and more to customer/LMD actor satisfaction & experience TRUST: Ensure REAL RELATIONSHIPS have been established between lead firms and LMD actors
  29. 29. How to Hear, Create and Deliver on LMD ● Understand the TYPE(S) of RISKS @ BoP ● Invest in NGOs’ skill base ● Start w/ existing actors ● Capture systemic changes - multiple actors are changing simultaneously! ● Expect only SEMI-digital solutions ● Don’t expect to do it all at once - sequence your partnerships over time ● Don’t come too late! Start partnering EARLY and OFTEN The Do’s The Don’ts
  30. 30. How to Hear, Create and Deliver on LMD ● Demand compelling STORIES, not just dry data ● Adopt a PORTFOLIO APPROACH to LMD partner recruitment & retention ● Accept a HIGHER LEVEL OF EFFORT than ‘usual' ● Leverage ORGANIC NETWORKS ● Don’t put your eggs in one basket! WE (i.e. NGOS) USUALLY FAIL! ● Don’t be too patient or impatient! Build relationships that last to figure this out! The Do’s The Don’ts
  31. 31. “@iDE, we HEAR, CREATE & DELIVER for inclusive businesses across PEOPLE, PROCESS, PRODUCT & PERFORMANCE in order to generate greater QUALITY, TRUST & DE-RISKING from the ‘first’ mile to the ‘last’” Our ‘Pitch’ to Inclusive Businesses
  32. 32. The Treadle Pump: Last Mile Delivery Success, or Failure? Did We improve QUALITY, TRUST, & DE- RISKING in the market? At what levels?
  33. 33. Entrepreneurs are everywhere Mission to create income and livelihood opportunities for poor rural households Entrepreneurs are everywhere F. Conor Riggs CODESPA, Madrid 23 Feb 2017 criggs@ideglobal.org Building a Lifeline of Opportunity through Last Mile Delivery www.ideglobal.org criggs@ideglobal.org
  34. 34. Copyright©2014porFundaciónCODESPA.Todoslosderechosreservados www.codespa.org

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