1. The intervention aimed to improve veterinary services in Bale Zone, Oromia by establishing a new supply chain model between a pharmaceutical wholesaler (AABAA) and veterinary retailers.
2. Under the model, AABAA distributed drugs door-to-door to retailers, reducing their costs. Retailers were intended to use Village Level Promoters to better reach farmers, though few did.
3. While some results were promising, like increased drug sales and retailer incomes, the intervention faced challenges in fully implementing the model and seeing impacts on farmers and the raw hide and skin market. The partnership ended without clear pathways to scale up or ensure sustainability.
This document summarizes a marketing program submitted by Deepak Khandelwal for Apollo Pharmacy, a large retail pharmacy chain in Asia. The program involved collecting data on customer foot traffic, prescription levels, and satisfaction surveys. Tables show customer visits, sales, and prescription numbers for different Apollo pharmacy locations over three days. A questionnaire was used to collect customer feedback on service quality. Analysis found customers were generally satisfied with staff courtesy and quality of drugs available. Suggestions include improving promotional activities and better understanding demand, supply and competitors.
Rise of Retail Chemist Power in India - MedicinMan Anup Soans
With increasing push towards generics being mandated by government of India and Medical Council of India and Civil Society, Will the Retail Chemist emerge stronger in his bargaining power?
Medplus is the second largest pharmacy chain in India with over 1350 stores across 12 states. It provides franchise opportunities for entrepreneurs to open independent pharmacies under the Medplus brand name. Starting a Medplus franchise requires an initial investment of Rs. 18-20 lakhs along with working capital. Medplus offers franchisees various support systems like technology, training, product supply, and operational support to ensure success.
Axis White Paper - Working with Group Purchasing OrganizationsJohn Krebs
Group purchasing organizations (GPOs) leverage collective buying power to negotiate lower prices for members. GPOs benefit foodservice operators by providing volume discounts, contract negotiations, supply chain services, and market intelligence that individual operators cannot access alone. GPOs also benefit manufacturers by providing access to decision-makers and opportunities for increased market share and sales growth. There are different types of GPOs including dedicated purchasing organizations, purchase consultants, and trade associations. Operators should consider factors like choice of distributors, fee structures, and customer service when selecting a GPO.
2010 Third-Party Logistics: Results and Findings of the 15th Annual StudyCapgemini Media
Discovering and exploring 3PL trends, issues and opportunities is the overall objective of the 2010 Third-Party Logistics Study. A web-based survey, desk research, focus interviews and workshops provide a well-rounded, diverse sampling of attitudes, ideas and results experienced by 3PL users, non-users and 3PL providers. Each year the study results also suggest trends that warrant closer examination. Included in the 2010 study are special topic reports on total landed cost, life sciences and fast-moving consumer goods. The study also provides some perspectives on what shippers and 3PLs are doing to improve and enhance their businesses and their business relationships.
http://3plstudy.com
This document provides an overview of Eva Pharmaceuticals and its supply chain. It discusses how Eva Pharmaceuticals was established in 1997 as one of Egypt's leading pharmaceutical companies. It also outlines some of Eva Pharmaceuticals' key logistical activities, including quality control processes. The document summarizes the pharmaceutical industry in Egypt and how government regulations have affected it. It provides details on Eva Pharmaceuticals' target customers and corporate social responsibility initiatives through the Armanious Foundation.
Mercer Capital's Value Focus: Animal Health | Q3 2015 | Segment: Veterinary CareMercer Capital
Mercer Capital's Animal Health Industry newsletter provides perspective on valuation issues. Each newsletter also includes a sector focus, comparable public company metrics, and key indices of the top animal health companies.
This document summarizes a marketing program submitted by Deepak Khandelwal for Apollo Pharmacy, a large retail pharmacy chain in Asia. The program involved collecting data on customer foot traffic, prescription levels, and satisfaction surveys. Tables show customer visits, sales, and prescription numbers for different Apollo pharmacy locations over three days. A questionnaire was used to collect customer feedback on service quality. Analysis found customers were generally satisfied with staff courtesy and quality of drugs available. Suggestions include improving promotional activities and better understanding demand, supply and competitors.
Rise of Retail Chemist Power in India - MedicinMan Anup Soans
With increasing push towards generics being mandated by government of India and Medical Council of India and Civil Society, Will the Retail Chemist emerge stronger in his bargaining power?
Medplus is the second largest pharmacy chain in India with over 1350 stores across 12 states. It provides franchise opportunities for entrepreneurs to open independent pharmacies under the Medplus brand name. Starting a Medplus franchise requires an initial investment of Rs. 18-20 lakhs along with working capital. Medplus offers franchisees various support systems like technology, training, product supply, and operational support to ensure success.
Axis White Paper - Working with Group Purchasing OrganizationsJohn Krebs
Group purchasing organizations (GPOs) leverage collective buying power to negotiate lower prices for members. GPOs benefit foodservice operators by providing volume discounts, contract negotiations, supply chain services, and market intelligence that individual operators cannot access alone. GPOs also benefit manufacturers by providing access to decision-makers and opportunities for increased market share and sales growth. There are different types of GPOs including dedicated purchasing organizations, purchase consultants, and trade associations. Operators should consider factors like choice of distributors, fee structures, and customer service when selecting a GPO.
2010 Third-Party Logistics: Results and Findings of the 15th Annual StudyCapgemini Media
Discovering and exploring 3PL trends, issues and opportunities is the overall objective of the 2010 Third-Party Logistics Study. A web-based survey, desk research, focus interviews and workshops provide a well-rounded, diverse sampling of attitudes, ideas and results experienced by 3PL users, non-users and 3PL providers. Each year the study results also suggest trends that warrant closer examination. Included in the 2010 study are special topic reports on total landed cost, life sciences and fast-moving consumer goods. The study also provides some perspectives on what shippers and 3PLs are doing to improve and enhance their businesses and their business relationships.
http://3plstudy.com
This document provides an overview of Eva Pharmaceuticals and its supply chain. It discusses how Eva Pharmaceuticals was established in 1997 as one of Egypt's leading pharmaceutical companies. It also outlines some of Eva Pharmaceuticals' key logistical activities, including quality control processes. The document summarizes the pharmaceutical industry in Egypt and how government regulations have affected it. It provides details on Eva Pharmaceuticals' target customers and corporate social responsibility initiatives through the Armanious Foundation.
Mercer Capital's Value Focus: Animal Health | Q3 2015 | Segment: Veterinary CareMercer Capital
Mercer Capital's Animal Health Industry newsletter provides perspective on valuation issues. Each newsletter also includes a sector focus, comparable public company metrics, and key indices of the top animal health companies.
Hemas Holdings PLC is a diversified conglomerate operating in wellness, leisure and mobility businesses in Sri Lanka and Bangladesh. In the first quarter of 2016-17, the company achieved consolidated revenues of Rs. 9.9 billion, up 12.1% year-over-year. Healthcare and Consumer businesses contributed most to revenues, accounting for 44% and 43% respectively. Operating profit was up 34.8% to Rs. 908 million driven by strong growth in Consumer and Healthcare sectors. Key growth areas included the Consumer business in Bangladesh, pharmaceutical distribution, and new shipping agency partnerships.
The document discusses the Jan Aushadhi scheme launched by the Government of India to provide quality generic medicines at affordable prices. The key points are:
1. The scheme aims to make medicines available to all, especially the poor, through exclusive outlets called "Pradhan Mantri Bhartiya Janaushadhi Kendra".
2. Generic medicines provided under the scheme are 50-95% cheaper than branded medicines but have equal efficacy. They are procured and tested by the Bureau of Pharma PSUs of India to ensure quality.
3. The scheme provides financial assistance up to Rs. 2 lakhs for establishing outlets and reimburses costs of furniture, fixtures and computer
The document provides information about the Jan Aushadhi scheme, which aims to make quality generic medicines available at affordable prices through exclusive outlets called Pradhan Mantri Bhartiya Janaushadhi Kendras. The key objectives are to reduce healthcare costs and make treatment more affordable for all, especially the poor. The Bureau of Pharma PSUs of India implements the scheme by procuring generic drugs from suppliers and distributing them through warehouses and franchise agents. Jan Aushadhi store owners can receive financial assistance and earn a 20% profit margin. The scheme also aims to create awareness about generic drugs and increase their demand and use.
The document discusses Advantage's Pharmacy Program for Belgium. It aims to help pharmaceutical companies and pharmacies strengthen their performance and collaboration through benchmarking reports. The reports measure key areas like customer service, marketing, and supply chain management. Participating allows companies to identify their strengths and weaknesses compared to peers, and make improvements to better meet retailer priorities. Advantage currently works with major companies in 40 countries and their program can play a role in creating a sustainable pharmaceutical industry in Belgium.
Hemas is a diversified conglomerate with LKR 38 billion in annual revenues. It operates businesses in consumer goods, healthcare, transportation, and leisure. In the fiscal year 2015/16, Hemas saw 16.9% revenue growth and 17.5% growth in operating profits. The consumer and healthcare sectors performed strongly, with the consumer sector growing revenues by 20.2% and healthcare by 16%. Hemas has leading market positions and brands in key sectors such as pharmaceutical distribution, hospitals, and consumer products.
Integrating informal actors into the formal dairy industry in Kenya through t...ILRI
Presentation by Amos Omore and Derek Baker: Towards Priority Actions for Market Development for African Farmers, AGRA Conference. 13-15 May 2009, Nairobi, Kenya
The document discusses the NPA's investigation into the UK government's plans for "Hub and Spoke" dispensing models. Some key points:
1) The NPA has significant concerns about the government's proposals, including that inter-company Hub and Spoke arrangements could reduce competition and choice in pharmaceutical wholesaling, potentially leading to higher medicine costs.
2) The NPA's investigation found no evidence of cash savings for pharmacies under Hub and Spoke, and questioned whether it would actually be safer.
3) The NPA believes the government does not understand the full consequences of its proposals and is calling on the government to reconsider its policy and address issues like restrictive distribution practices that could prevent independent pharmacies from participating in
This project report provides a summary of a study conducted on the sales and distribution of Amul milk in the Pune market. It discusses the dairy industry in India and Amul's history, objectives of the study, research methodology, data collection and analysis. Key findings include that Amul faces tough competition from brands like Chitale and Katraj, with Chitale having the largest market share. Awareness of Amul milk is average among retailers and consumers, but acceptance is low. It is concluded that Amul milk has high potential but low acceptance compared to competitors that customers regularly use. The report recommends that Amul undertake promotional strategies to boost distribution and increase advertising through various channels.
Hemas Holdings PLC achieved consolidated revenues of Rs.20.6 billion for the first half of 2016-17, a 12.1% year-over-year growth. Operating profit reached Rs.2.1 billion and earnings Rs.1.5 billion, representing growth of 28.9% and 47% respectively. The healthcare and consumer sectors contributed most to revenue, accounting for 43% and 39% respectively. Several sectors such as consumer, healthcare, and logistics saw double-digit revenue growth. The company is pursuing expansion initiatives in healthcare, tourism, and logistics to achieve its Vision 2020 goals.
VCA Angel Animal Hospital is a veterinary clinic located in San Diego that was founded in 1981. It currently has one veterinarian, Dr. Geoffrey Ball, and a staff of six people total. The veterinary care industry is growing at an anticipated rate of 6.5% through 2021 due to increasing pet ownership in the U.S. VCA Angel Animal Hospital aims to maintain relationships with current clients and attract new clients in the surrounding North Park area through an integrated marketing communications plan utilizing digital, traditional, and promotional strategies.
A Joint Initiative for the Improvement of the Quality of Milk Marketed by Mil...ILRI
Presented by A. Sarma to the ILRI workshop on safety of animal source foods with an emphasis on the informal sectors, New Delhi, India, 8 February 2011
Improving livelihoods in crop-livestock systems in Southern AfricaICRISAT
The document discusses innovation platforms (IPs) that bring together stakeholders in crop-livestock systems to identify bottlenecks and solutions. IPs in Mozambique, Namibia, and Zimbabwe addressed critical constraints like lack of market infrastructure and access to technologies. In Mapai, Mozambique, an IP encouraged the construction of an abattoir to improve meat quality and sales. In Namibia, an IP partnered with the private sector to establish an animal health outlet. And in Zimbabwe, an IP sourced funding to establish goat auction facilities for more organized markets. The document recommends greater investment in livestock infrastructure and technologies through public-private partnerships, and expanding the use of IPs.
Case Study - Transforming Livestock Markets in ZimbabwePMSD Roadmap
The Transforming Livestock Markets project helped to build relationships between vets, feed suppliers and marginalised farmers in Zimbabwe in order to improve productivity and so help to increase the incomes of poor cattle farmers.
Case study transforming livestock markets – zimbabwePMSD Roadmap
The project aimed to transform the livestock market in Guruve district, Zimbabwe to increase incomes for cattle farmers. Over 2.5 years, the project brought stakeholders together through participatory workshops to address constraints like poor collaboration, scarce grazing, diseases, and infrastructure issues. This led farmers' cattle prices to rise 8% and off-take rates to double, directly benefiting 20,000 farmers. The project improved access to veterinary drugs and training through a model involving private company VETCARE, government, and 200 trained village paravets. This helped make livestock healthier and more productive, increasing profits for all actors and building trust between them. The partnerships developed sustainable solutions and new business models that continue benefiting farmers despite
Engro Foods produces Olper's milk, which holds a 48% market share of the Pakistani UHT milk market. The market has grown significantly in recent years as consumers shift from unpackaged milk to packaged milk for health and hygiene reasons. Olper's dominates segments like milk for tea/coffee and kids but has potential to grow in emerging segments like milk for fitness. While Engro has strong distribution through traders, competitors have gained by expanding directly owned distribution networks and modern trade channels. To maintain its leading position, Engro should focus on expanding coverage, entering new segments, and maintaining brand awareness.
Investment sector strategy sme piece hm15.03.17Ntalemu
The document provides an overview of private sector investment opportunities in Ethiopia. It finds that while private sector development is a government priority, access to financing remains a key constraint, especially for small and medium enterprises. The strategy proposes providing technical assistance to mobilize various sources of local and foreign investment capital in order to stimulate greater private sector investment and job creation.
Pepe baseline dissemination for circulationNtalemu
The document presents findings from a baseline survey of 429 firms across Ethiopia's priority sectors of leather, textiles, and horticulture as part of an evaluation of the Ethiopia Competitiveness Fund. Key findings include:
1) Firms reported major constraints including electricity, availability and quality of inputs, labor quality and availability, and access to finance. These constraints resulted in thousands of lost production days annually.
2) Over half of firms had introduced innovations in the last three years focused on increasing production capacity, though efficiency improvements were less common. Most plan to continue expanding production capacity.
3) Planned innovations over the next three years included increasing production capacity and accessing new markets, though levels of innovation varied
Hemas Holdings PLC is a diversified conglomerate operating in wellness, leisure and mobility businesses in Sri Lanka and Bangladesh. In the first quarter of 2016-17, the company achieved consolidated revenues of Rs. 9.9 billion, up 12.1% year-over-year. Healthcare and Consumer businesses contributed most to revenues, accounting for 44% and 43% respectively. Operating profit was up 34.8% to Rs. 908 million driven by strong growth in Consumer and Healthcare sectors. Key growth areas included the Consumer business in Bangladesh, pharmaceutical distribution, and new shipping agency partnerships.
The document discusses the Jan Aushadhi scheme launched by the Government of India to provide quality generic medicines at affordable prices. The key points are:
1. The scheme aims to make medicines available to all, especially the poor, through exclusive outlets called "Pradhan Mantri Bhartiya Janaushadhi Kendra".
2. Generic medicines provided under the scheme are 50-95% cheaper than branded medicines but have equal efficacy. They are procured and tested by the Bureau of Pharma PSUs of India to ensure quality.
3. The scheme provides financial assistance up to Rs. 2 lakhs for establishing outlets and reimburses costs of furniture, fixtures and computer
The document provides information about the Jan Aushadhi scheme, which aims to make quality generic medicines available at affordable prices through exclusive outlets called Pradhan Mantri Bhartiya Janaushadhi Kendras. The key objectives are to reduce healthcare costs and make treatment more affordable for all, especially the poor. The Bureau of Pharma PSUs of India implements the scheme by procuring generic drugs from suppliers and distributing them through warehouses and franchise agents. Jan Aushadhi store owners can receive financial assistance and earn a 20% profit margin. The scheme also aims to create awareness about generic drugs and increase their demand and use.
The document discusses Advantage's Pharmacy Program for Belgium. It aims to help pharmaceutical companies and pharmacies strengthen their performance and collaboration through benchmarking reports. The reports measure key areas like customer service, marketing, and supply chain management. Participating allows companies to identify their strengths and weaknesses compared to peers, and make improvements to better meet retailer priorities. Advantage currently works with major companies in 40 countries and their program can play a role in creating a sustainable pharmaceutical industry in Belgium.
Hemas is a diversified conglomerate with LKR 38 billion in annual revenues. It operates businesses in consumer goods, healthcare, transportation, and leisure. In the fiscal year 2015/16, Hemas saw 16.9% revenue growth and 17.5% growth in operating profits. The consumer and healthcare sectors performed strongly, with the consumer sector growing revenues by 20.2% and healthcare by 16%. Hemas has leading market positions and brands in key sectors such as pharmaceutical distribution, hospitals, and consumer products.
Integrating informal actors into the formal dairy industry in Kenya through t...ILRI
Presentation by Amos Omore and Derek Baker: Towards Priority Actions for Market Development for African Farmers, AGRA Conference. 13-15 May 2009, Nairobi, Kenya
The document discusses the NPA's investigation into the UK government's plans for "Hub and Spoke" dispensing models. Some key points:
1) The NPA has significant concerns about the government's proposals, including that inter-company Hub and Spoke arrangements could reduce competition and choice in pharmaceutical wholesaling, potentially leading to higher medicine costs.
2) The NPA's investigation found no evidence of cash savings for pharmacies under Hub and Spoke, and questioned whether it would actually be safer.
3) The NPA believes the government does not understand the full consequences of its proposals and is calling on the government to reconsider its policy and address issues like restrictive distribution practices that could prevent independent pharmacies from participating in
This project report provides a summary of a study conducted on the sales and distribution of Amul milk in the Pune market. It discusses the dairy industry in India and Amul's history, objectives of the study, research methodology, data collection and analysis. Key findings include that Amul faces tough competition from brands like Chitale and Katraj, with Chitale having the largest market share. Awareness of Amul milk is average among retailers and consumers, but acceptance is low. It is concluded that Amul milk has high potential but low acceptance compared to competitors that customers regularly use. The report recommends that Amul undertake promotional strategies to boost distribution and increase advertising through various channels.
Hemas Holdings PLC achieved consolidated revenues of Rs.20.6 billion for the first half of 2016-17, a 12.1% year-over-year growth. Operating profit reached Rs.2.1 billion and earnings Rs.1.5 billion, representing growth of 28.9% and 47% respectively. The healthcare and consumer sectors contributed most to revenue, accounting for 43% and 39% respectively. Several sectors such as consumer, healthcare, and logistics saw double-digit revenue growth. The company is pursuing expansion initiatives in healthcare, tourism, and logistics to achieve its Vision 2020 goals.
VCA Angel Animal Hospital is a veterinary clinic located in San Diego that was founded in 1981. It currently has one veterinarian, Dr. Geoffrey Ball, and a staff of six people total. The veterinary care industry is growing at an anticipated rate of 6.5% through 2021 due to increasing pet ownership in the U.S. VCA Angel Animal Hospital aims to maintain relationships with current clients and attract new clients in the surrounding North Park area through an integrated marketing communications plan utilizing digital, traditional, and promotional strategies.
A Joint Initiative for the Improvement of the Quality of Milk Marketed by Mil...ILRI
Presented by A. Sarma to the ILRI workshop on safety of animal source foods with an emphasis on the informal sectors, New Delhi, India, 8 February 2011
Improving livelihoods in crop-livestock systems in Southern AfricaICRISAT
The document discusses innovation platforms (IPs) that bring together stakeholders in crop-livestock systems to identify bottlenecks and solutions. IPs in Mozambique, Namibia, and Zimbabwe addressed critical constraints like lack of market infrastructure and access to technologies. In Mapai, Mozambique, an IP encouraged the construction of an abattoir to improve meat quality and sales. In Namibia, an IP partnered with the private sector to establish an animal health outlet. And in Zimbabwe, an IP sourced funding to establish goat auction facilities for more organized markets. The document recommends greater investment in livestock infrastructure and technologies through public-private partnerships, and expanding the use of IPs.
Case Study - Transforming Livestock Markets in ZimbabwePMSD Roadmap
The Transforming Livestock Markets project helped to build relationships between vets, feed suppliers and marginalised farmers in Zimbabwe in order to improve productivity and so help to increase the incomes of poor cattle farmers.
Case study transforming livestock markets – zimbabwePMSD Roadmap
The project aimed to transform the livestock market in Guruve district, Zimbabwe to increase incomes for cattle farmers. Over 2.5 years, the project brought stakeholders together through participatory workshops to address constraints like poor collaboration, scarce grazing, diseases, and infrastructure issues. This led farmers' cattle prices to rise 8% and off-take rates to double, directly benefiting 20,000 farmers. The project improved access to veterinary drugs and training through a model involving private company VETCARE, government, and 200 trained village paravets. This helped make livestock healthier and more productive, increasing profits for all actors and building trust between them. The partnerships developed sustainable solutions and new business models that continue benefiting farmers despite
Engro Foods produces Olper's milk, which holds a 48% market share of the Pakistani UHT milk market. The market has grown significantly in recent years as consumers shift from unpackaged milk to packaged milk for health and hygiene reasons. Olper's dominates segments like milk for tea/coffee and kids but has potential to grow in emerging segments like milk for fitness. While Engro has strong distribution through traders, competitors have gained by expanding directly owned distribution networks and modern trade channels. To maintain its leading position, Engro should focus on expanding coverage, entering new segments, and maintaining brand awareness.
Investment sector strategy sme piece hm15.03.17Ntalemu
The document provides an overview of private sector investment opportunities in Ethiopia. It finds that while private sector development is a government priority, access to financing remains a key constraint, especially for small and medium enterprises. The strategy proposes providing technical assistance to mobilize various sources of local and foreign investment capital in order to stimulate greater private sector investment and job creation.
Pepe baseline dissemination for circulationNtalemu
The document presents findings from a baseline survey of 429 firms across Ethiopia's priority sectors of leather, textiles, and horticulture as part of an evaluation of the Ethiopia Competitiveness Fund. Key findings include:
1) Firms reported major constraints including electricity, availability and quality of inputs, labor quality and availability, and access to finance. These constraints resulted in thousands of lost production days annually.
2) Over half of firms had introduced innovations in the last three years focused on increasing production capacity, though efficiency improvements were less common. Most plan to continue expanding production capacity.
3) Planned innovations over the next three years included increasing production capacity and accessing new markets, though levels of innovation varied
This document summarizes a survey report on tiered KYC intervention for migrants in Ethiopia. Key findings include:
- 79% of respondents did not have a valid ID, with women disproportionately affected (60% of those without valid ID).
- 85% of respondents did not have a bank account. Lack of valid ID was the main reason, especially for women (100% cited it).
- Common alternative savings methods like equb and trusting friends/relatives carry risks like losing money.
The report recommends conducting a larger survey as baseline data and addressing other constraints to access formal financial services in addition to lack of ID.
This document provides a summary of a presentation on digital financial services (DFS) in Ethiopia. The presentation includes:
- An agenda for the dissemination of findings event on DFS in Ethiopia.
- An overview of key elements needed for a DFS ecosystem, including an electronic payments system, cash-in/cash-out networks, and financial institutions adding services.
- A discussion of the experience with DFS globally, including the mixed success of mobile operators and challenges for other players to be relevant without partnerships.
- An assessment of Ethiopia's market readiness for DFS, including opportunities around government commitment but also weaknesses in regulations and banking/telecom infrastructure.
- The large potential need and transaction volumes that could
20170328 gg strategy & impact frameworkNtalemu
This document outlines Enterprise Partners' green growth strategy and impact measurement framework. It defines green growth and establishes metrics to measure organizations' environmental performance in areas like greenhouse gas emissions, renewable energy generation, waste reduction, and water and chemical intensity. It also discusses how EP will mainstream green growth practices within its sectors and interventions by tracking green impacts and sharing best practices. The goal is to help partner organizations move beyond compliance to integrated green strategies.
This document outlines an EP program's WEE (Women's Economic Empowerment) strategy. It defines WEE and presents EP's framework for analyzing it. The framework assesses women's access to and control over economic resources like skills, education, finances. It will be used to collect baseline data, develop market/sector theories of change to include WEE outcomes, and design interventions. The labor market and base of the pyramid sector show potential for WEE impact. Implementation involves analyzing sectors using the framework, improving strategies/interventions, and monitoring progress against baselines using surveys. The goal is to increase women's economic opportunities and empowerment through EP's work.
This document provides a final report on developing a raw hides and skins market strategy for Ethiopia. Key findings include discrepancies in livestock population statistics that impact hides and skins availability estimates. Offtake rates are also underestimated. Factors like animal husbandry practices and high mortality rates negatively impact quality and collection rates. The value chain involves herders, slaughterhouses, traders, and tanneries, but capacity is underutilized. Major challenges include gaps in hides and skins marketing policies and regulations, poor extension services, quality issues, and financial constraints. Recommendations are made to improve pricing based on quality, increase semi-processed leather marketing, and develop financing options using inventory as collateral.
Ethiopia has a growing economy and offers attractive incentives for investment in various sectors such as manufacturing. The leather industry in particular is seen as an opportunity due to Ethiopia's large livestock population and low labor costs. However, the leather sector faces constraints around infrastructure and access to finance that need to be addressed. The document recommends focusing investment on opportunities within the leather industry that take advantage of Ethiopia's strengths and address current challenges.
20160219 raw hidesandskinsupply_crisismangment ideaNtalemu
This document summarizes the raw hides and skin supply constraints and possible solutions in Ethiopia. It notes that historically tanneries financed raw hide and skin supply but have become increasingly illiquid in recent years. This has led to mismatches between seasonal supply and demand and wastage of resources. Proposed emergency solutions include mobilizing funds to process available hides and skins and facilitate collection. Long-term solutions center around establishing a revolving fund to manage seasonal supply, increasing trader and tanner liquidity, and improving value addition capacity. Key actors in implementing solutions are identified as government ministries, industry organizations, companies and development projects.
This document provides a market study and analysis of Ethiopia's leather manufacturing sector. It identifies constraints at different levels of the value chain including input, production, marketing, and support services. Recommended interventions target improving access to quality inputs, increasing productivity, expanding markets, and strengthening private sector support. The interventions aim to help Ethiopia capitalize on its large livestock resources and competitive labor costs to grow its leather and footwear industries. Addressing challenges across the value chain could help the sector achieve its potential as an economic driver.
20170131 enhancing the fav seedling business models in ethiopia final reportNtalemu
This document provides a final report on enhancing fruit and vegetable seedling business models in Ethiopia. It finds that while Ethiopia has great potential for horticulture, the FAV sector remains underdeveloped due to inefficient input markets. Currently, most smallholder farmers raise seedlings from recycled open-pollinated seeds, and quality is poor. Some flower farms have begun vegetable seed and seedling production to supply commercial and smallholder farmers. In 2016, modern propagators produced over 71 million seedlings, less than 2% of estimated national demand. The report evaluates current business models, proposes three new models to improve access and quality, and identifies areas for government and partners to intervene to strengthen the market system, such as supporting satellite
This document provides contact information for various factories and departments within the Ethiopian Textile Industry Development Institute (ETIDI).
It lists 10 textile factories in Ethiopia's textile sector with details on their product categories and key contacts. It also outlines the organizational structure of ETIDI, including 18 departments/directorates related to textiles, their focus areas, and primary contacts.
The document serves as a reference for anyone seeking to do business or collaborate with textile factories and departments within ETIDI in Ethiopia. It consolidates essential contact details to facilitate engagement and investment within the country's textile and garment industry.
160329 report on market study of ethiopian textile and apparel sectorNtalemu
This document is a market study report on the Ethiopian textile and apparel sector submitted to Enterprise Partners in March 2016. It finds that while the sector has grown significantly over the past decade, it still faces challenges around low capacity utilization, productivity, and quality issues. The report analyzes constraints at the production, market, input, and support service levels and provides interventions to address these barriers. It recommends improvements in technology, skills development, access to inputs, and strengthening of industry associations and regulations to help the sector better utilize its competitive advantages and meet its economic growth targets.
Report on gross margine of smallholder contton productionNtalemu
This study aimed to determine the gross margin of smallholder cotton production in Metema Woreda, Ethiopia. A cross-sectional survey was conducted interviewing 37 lead cotton farming households using a structured questionnaire, as well as key informant interviews. The study found that smallholder cotton farmers generated a gross margin of 39% after accounting for all production costs. The largest costs were weeding at 27% of total costs and harvesting. On average, farmers produced 12.05 quintals of cotton per hectare. However, smallholders face numerous constraints from production to marketing including pests, quality issues, asymmetric price information, and limited buyers. The study recommends improving access to market information and strengthening stakeholder integration to enhance smallholder cotton
Sofreco final scoping study - 9 september 2016 (2)Ntalemu
Mr. Yohannes Ayalew
Steering Committee (NSC) for Cotton
Project Duration:
From November 2015 to August 2016
Project Budget:
GBP 630,000
Project Objectives:
To develop a National Cotton Development Strategy for Ethiopia for the period 2015-2030, through a participatory process involving all stakeholders.
Project Outputs:
1. Baseline study report on the cotton sector in Ethiopia
2. National Cotton Development Strategy document for 2015-2030
3. Implementation plan for the first 5 years (2015-2020) of the strategy
4. Capacity building of stakeholders
Project Approach:
- Literature review and
Sofreco final scoping study - 9 september 2016 (2)Ntalemu
Mr. Abebe Alemayehu
Steering Committee (NSC) for Cotton
Project Duration:
November 2015 to August 2016
Project Budget:
GBP 630,000
Project Objectives:
To develop a National Cotton Development Strategy for Ethiopia for the period 2015-2030,
through a participatory process involving all stakeholders.
Project Outputs:
1. Baseline study report on the cotton sector in Ethiopia
2. National Cotton Development Strategy document for 2015-2030
3. Dissemination workshops
Project Approach:
- Literature review and data collection
- Field visits and stakeholder consultations
- Analysis of strengths,
160329 report on market study of ethiopian textile and apparel sectorNtalemu
This document is a market study report on the Ethiopian textile and apparel sector submitted to Enterprise Partners in March 2016. It finds that while the sector has grown significantly over the past decade, it still faces challenges around low capacity utilization, productivity and quality issues that prevent it from reaching its full potential. Key recommendations include improving workforce skills, upgrading outdated machinery and technology, strengthening support services and addressing bureaucratic inefficiencies.
Why so idle wages and employment in a crowded labor marketNtalemu
This document provides an economic update for Ethiopia that discusses recent economic developments, trends in urban labor markets, and the economic outlook. Some key points:
- Economic growth slowed to 8% in 2015/16 due to drought but has remained strong overall. Unemployment has declined slightly but remains high, especially in urban areas.
- The fiscal deficit was unchanged at 2.4% of GDP despite additional drought spending. Revenue increased through higher non-tax sources.
- Exports have declined for three consecutive years while the current account deficit widened. Inflation has declined significantly.
- Urban labor markets have high unemployment, especially among youth and moderately educated workers. Low productivity and rural-urban migration
Strengthening export performance through improved competitivenessNtalemu
This document summarizes Ethiopia's recent economic developments and analyzes its export performance and competitiveness. It finds that while Ethiopia has experienced strong GDP growth, structural transformation of its economy has been slow. Exports have grown significantly but remain concentrated in few products. The country needs to diversify its exports and improve competitiveness through better infrastructure, productivity, and trade policies to strengthen its export sector and support continued economic growth. Specific policy recommendations are provided to proactively promote trade and enhance Ethiopia's real exchange rate competitiveness.
Strengthening export performance through improved competitivenessNtalemu
1. Ethiopia's economy continued to grow rapidly at 9.7% in 2012/13, driven by strong growth in services and agriculture. Manufacturing growth remained modest and contributed only 0.4 percentage points to overall growth.
2. Crop production and construction activity were major contributors to growth, while electricity generation growth slowed. Private consumption and investment were the primary drivers of demand.
3. While Ethiopia's economy maintains rapid growth, its export sector remains small and undiversified. Strengthening competitiveness through increasing value addition, quality upgrading, and export diversification is needed to sustain growth and structural transformation.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
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How to Implement a Strategy: Transform Your Strategy with BSC Designer's Comp...Aleksey Savkin
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1. 1
EP - PILOT INTERVENTION COMPLETION
REPORT
LAL 08: Improving Veterinary Services
Intervention Title: Improving
Veterinary Services
Date of Concept
Note:
03/08/2015
Sector: Livestock and
Leather
Project
Geography:
Pilot: Bale Zone of Oromia
Regional State
Market Veterinary Service
Market
Project Partners: AABAA, Veterinary
Pharmaceuticals Wholesaler
Intervention
Manager:
Edget Tilahun
(Former)
Wengel Tessema
(after Nov’16)
Approximate
Total Cost:
2,303,200 ETB
Start and end
date of
intervention:
Aug'15 – Dec'16 EP’s approximate
share of cost:
1,478,480 ETB
1. Introduction
The purpose of “Improving Veterinary Services” intervention is to improve the veterinary service
market, which might lead to progress in animal health and then to quality raw hides and skin that will
be supplied to tanneries. In order for veterinary retailers to provide services sustainably to the
farmers, they need demand, sustainable input supply, effective marketing means, and active
mechanism to reach farmers. This report provides an overview of LAL 05 intervention by identifying
the fundamental concept, the results and the possible way forward of the intervention.
2. Intervention Story
The main objective of LAL 08 is to support the retailers, who primarily provide veterinary drugs and
service to the farmers. In this intervention, private pharmaceuticals wholesalers are expected to
support retailers and play the facilitating role in strengthening supply chain, and distributing quality
inputs. Moreover, they can promote ideas on aggregation of farmers’ demand for veterinary service,
and further involve in promoting private veterinary service.
EP communicated 11 private actors and finally partnership is initiated with AABAA, as the company
proposed a better idea to establish a supply chain system for veterinary service. AABAA, a
pharmaceutical importer and wholesaler based in Bale Robe, runs establishments namely KENNA,
SIMALE and BESHIR in different part of Ethiopia that are engaged in import, wholesale and distribution
of veterinary and human medicines, as well as agrochemicals.
In August, 2015, AABAA has adopted the new business model with the support of EP. The model based
on AABAA’s proposal focused on the distribution of pharmaceuticals door to door at shop of retailers.
2. 2
This aims at reducing time and cost by retailers to access inputs. As a result retailers shift effort to
outreach farmers in their villages, and will have mobility for service and increased volume of service.
Moreover, distribution routes, schedules and capacity can be easily planned for efficient supply of
inputs to retailers. One of the components of this model is the stimulation of Village Level Promoters
(VLPs), a community chosen and active person or a traditional vet healer who organizes clinical
treatment, vaccination, dipping or deworming days in cooperation with nearby private vet retailer.
Ordinarily, the public livestock health departments are the primary veterinary service providers in
Ethiopia, and the intervention is foreseen to change this practice.
3. Intended Results
In the business model, the three main anticipated gains are:
1. Door to door distribution of drugs enables service providers to focus on further outreach to
farmer;
2. Shift of bulk procurement of drugs from public to retailers opens the market for privatisation
and makes the market more demand driven; and
3. Aggregation of demand of farmers enhance retailers’ business capacity.
Business mode of LAL 05
Intended results of the intervention includes:
24 vet drug retailers to be linked in the supply chain linkage and receive training on marketing
and supply chain system.
72 VLPs to be identified and provided training on farmer coordination and promotion for
retailer’s idea.
7200 farmers targeted in the pilot phase use innovative vet service through linkages by VLPs.
AABAA gets an incremental sales of ETB 5 Million
The establishment of route enables AABAA to be logistically efficient and achieve lucrative
volume
Other
wholesalers
Farmers
AABAA
Retailers
3. 3
Retailers to be linked sustainably with supply of quality inputs and supported in terms of
training and promotion.
4. Actual Results
To ascertain if the business model is working well or not, EPs MRM team conducted a quick
assessment on Aug 2016. And according to the assessment, the immediate results of the pilot were
mixed. A few retailers started to use VLPs, select distribution routes, plan schedules and improve
capacity for efficient delivery of veterinary service. In total, however, only four of the retailers
increased their use of VLPs between 2007 and 2008, and eight of the thirteen retailers interviewed
used VLPs.
Some retailers have been using the traditional vet healer and dynamic farmers to promote and
organize veterinary service in market days and other times. Nevertheless, the qualitative assessment
shows that those retailers, who started to use VLPs in any form, found it easy to adopt the new
business model, which compels their effort to reach out to the farmers in the rural village. The retailers
in the intervention have not been trained until July 2016 on planning the distribution to rural areas or
improving the efficiency of veterinary service.
The 13 retailers that are interviewed during the assessment indicated that there are 28 VLPs who are
actively working for them by reaching out to the farmers. The average monthly income from only
playing the role of VLP is 1,749.00 ETB. The money is earned in the form of commission and fees for
modest veterinary service in the rural villages. As the additional earning from being VLP is good
enough, most are happy and want to continue working in the activity.
During the Aug 2016 assessment, the VLPs pointed out that the absence of efficient transportation
means, weak telephone network and lack of regulation in providing veterinary service are the main
obstacles, which are the constraints shared by retailers as well.
Major Indicators Assessment Findings
16800 livestock holding HH
utilize improved vet service
16,440 farmer households are estimated to be reached by VLPs
and retailers that are currently part of the intervention.
AABAA turnover The profit of AABAA increased by 47.6% in 2008EC from 2007.
The profit increase was 19.9% in 2006-07.
The sales volume for injectable drugs increased by 46% and for
tablets it increased by 66.7%.
AABAA is supplying for 24 retailers in 2008EC, which is an
increase from 17 in 2007EC and 13 in 2006EC.
Retailers aggregated turnover Growth in sales of veterinary medicine has increased
dramatically, from 18% in 2006-7EC to 33% in 2007-8EC
The sales volume for injectable drugs increased by 26.7% in
2007-08EC, while it was 11.8% increase in 2006-07EC.
AABAA train 41 retailers and
VLPs
31 retailers are trained by AABAA. 24 of those retailers, who
identified 72 VLPs, are working with AABAA
AABAA rents pharmaceutical
van & drug distribution store, as
well as produces a promotion
CD
AABAA rented Isuzu Van Truck and has been distributing vet
drugs to retailers.
AABAA rented store in Robe, close to the first AABAA drug shop
in the town.
4. 4
Audio visual CDs to promote veterinary service provided by the
wholesaler and the retailers is delivered to AABAA and
distributed as per the contact.
5. Innovation
Establishment of new supply chain model for distribution of veterinary pharmaceuticals and services
is the main pioneering feature of LAL 08. In the new supply chain, the wholesaler (AABAA) started to
distribute pharmaceuticals door to door at shop of retailer. Isuzu Van truck and additional drug store,
which EP helped AABAA to rent and use for dispensing drugs, facilitated the door to door distribution
of drugs at shop of retailer, which slightly resulted in reduced time and cost by retailers to access
inputs. The new practices adopted also have effect on the shift of effort by retailers to outreach the
farmers by themselves and using VLPs. For instance, one of the major finding from the assessment in
Aug 2016 is that in 2007-08EC, the sales of injectable drugs increased by 27%, and injectable drugs
tend to be used for skin-based infections and mostly provided by retailers at village level for the
farmers.
The other most important innovation in this model is the promotion of an idea on demand aggregation
by using the existing VLPs intensively to reach out farmers. Up until the time of data collection, 72
VLPS are involved with 24 retailers that are beneficiary under EP & AABAA partnership. Nevertheless,
few retailers are effectively using VLPs in their business. Four of the retailers increased their use of
VLPs between 2007 and 2008; and some retailer have up to 10 VLPs while other did not at all.
6. Sustainability of the Results
AABAA is determined to continue with this business model with or without EP, as the gain in reaching
out for the market and profit significantly improved in 2008EC. The main reason given for this is the
expansion in the volume of sales the wholesaler met since Sep 2016 GC. Accordingly, the retailers who
are supplied by veterinary pharmaceutical increased from 17 in 2007EC to 24 in 2008EC.
Retailers are happy with the business model and willing to continue. Their main reasons are:
It helps them to improve their capacity & business network
Better quality veterinary medications, including EU and UK produced drugs can be found from
AABAA
Work satisfaction, which comes from farmers being happy and willingness to pay more for
veterinary care provided at home and in their villages
It helps to alleviate the problems of transport and capital limitation, which in turn increase
profit
Moreover, there are more retailers that want to be part of this model. 31 retailers acquired capacity
building training on 13th
of July, 2016, which showed the interest of other 7 retailers to benefit from
the intervention. There is still a lot of potential for the business model to expand. In Bale, there are
many retailers who open both a pharmacy and a vet drug store beside each other; and it’s so common
to see a number of veterinary drug stores in major towns like Robe and Goba with in few distance of
walk.
5. 5
However, AABAA does not plan to scale up the model without additional external investment. This is
likely due to a lack of available finance for investment to scale up.
7. Lesson Learned
LAL 08 has good practices and innovative approaches that can be shared and used to promote private
sector lead veterinary service market in Ethiopia. Major lessons learned on the LAL 08 intervention
that are also areas for improvement include:
Intervention Level:
A) Ectoparasite diseases such as Lice and Ticks are the most common disease that affect skins
of cattle, sheep and goats. Farmers, as well as veterinarians, identified Lice and Ticks can be
found in all the livestock animals and needs regular treatment before they infest the animals
to the death. Even though farmers are concerned on the overall health of their livestock,
ectoparasites are recurrent in affecting the entire livestock, and the veterinary service
provided by the private and public actors offered no different option to respond to the
problem of ectoparasites.
B) Furthermore, EP had limited discussions with stakeholder to understand and come up with
intervention that better address the veterinary service market constraint in dealing with the
ectoparasites and as a result to succeed in improving the quality of RHS.
C) While the preference of AABAA and retailers was for EP to continue subsidizing this service, it
became difficult to identify and create linkage between veterinary service market in the pilot
intervention and the RHS market, which have multiple actors and long value chain in and
SUSTAINABILITY
ADAPT
RESPOND
EXPAND
ADOPT
A new supply chain model adopted and
veterinary drugs and service s are provided by
retailers to the farmers with some degree of
use in VLPs
AABAA continues the pilot,
but does not scale up.
No change in rules or other systemic
functions
SCALE
No other market player
crowded in
6. 6
outside of the intervention area. Consequently, the decision was made to discontinue the
intervention. This gave little incentive and capacity for AABAA to scale up the model by
continuing to invest.
D) There were few activities to improve the awareness and capacity of farmers: few farmers
interviewed slaughtered and sold the skin of animals: only three farmers out of 16 interviewed
sold the skin of animals slaughtered in their home for holidays and social events. In Ethiopia,
small-scale farmers don’t have the custom to slaughter their animals for meat or hide & skin
harvests. Thus, the awareness among farmers, especially on animal health from the
perspective of quality hide & skin, is very low. Even though the intervention incorporated
development of promotion CD to be used, there were limited effort to disperse and duplicate
the CDs to farmers in remote rural areas. On this, VLPs could have played a major role as they
are among and close to the farmers, subsequently they needed technical capacity support.
Market Level:
E) Effective business partnership between retailers and wholesalers is a key link in ensuring high
quality veterinary service and drug.
F) The development of private veterinary service market can enhance the animal husbandry
practice by increasing the accessibility and quality of service, which will have significant
influence the quality of the hides and skins before slaughter, early in the value chain.
8. Conclusion and Recommendation
LAL 08 intervention has been effective in improving the access to veterinary service for farmers, the
reach for veterinary service providers and additional income means for VLPs. Nevertheless, the
intervention fall short as few retailers started to use VLPs, and AABAA lacked efficiency on distribution
of veterinary drugs to retailers.
As EP decided to close this particular intervention, it will be difficult to talk at this stage about
sustainability and scalability of the intervention. Thus, some recommendations are made based on the
findings of the quick assessment on Aug 2016 and subsequent updates from the partner. And the
recommendations are:
1. In order to better understand the impact of this intervention, a more comprehensive study is
needed to weigh up the complex traditional livestock rearing, the prevalence of Ectoparasite,
efficiency of veterinary service, local market for raw hides & skins, leather industrial quality
standard, and country specific challenges that could affect the livestock and leather sector.
2. EP should put forward the veterinary intervention experience with government and other
stakeholder to find strategies to improve and regulate veterinary service, to limit damage on
skins & hides before and after animal slaughtering, and create awareness on livestock health.