The document discusses the top 10 misconceptions about market information systems (MIS). It summarizes Esoko's experience developing an MIS platform over 5 years, including building a team of 40 employees, spending $2 million, and now operating in 20 countries. Key lessons learned include that markets are not well understood, development cycles may not allow for success, and sustainability requires a business model focused on serving both public and private sector needs.
This document discusses aligning the Capability Approach (CA) framework with Design Thinking (DT) for developing technologies that are sensitive to human capabilities. It provides three examples:
1. CA can be used to scope the problem space and understand user needs and constraints, while DT operationalizes translating this into solutions. Iterative alignment of the problem and solution spaces is key.
2. CA serves as a framework for exploring both the socio-technical problem space and sensitive design of solutions that consider individual capabilities.
3. An example shows how CA was used to understand an Indian woman's capabilities/constraints with water, and DT to design a solution that fits within her abilities and budget.
This document discusses the key elements needed for an efficient cocoa market information system in producing countries. It outlines objectives like increasing transparency and farmer bargaining power. A successful system provides information that is relevant, reliable, timely, accessible and simple. Effective dissemination strategies include using local radio, SMS services, websites and television. Sustainable financing is important, such as through a small levy on cocoa exports. The experiences of Nigeria, Cameroon, Côte d'Ivoire provide lessons on implementing successful market information systems.
This document discusses the rationale for a research project and workshop on second generation market information systems (2G MIS). It notes problems with first generation MIS and the greater diversity of 2G MIS. The research project aims to characterize MIS, analyze innovations, and assess impact. The workshop objectives are to support the research activities and strengthen the expert network by facilitating information sharing and coordination.
1. Many early MIS (1G) from the 1980s-1990s showed disappointing results with information that did not meet user needs, lack of sustainability, and inadequate monitoring and evaluation. A new generation of MIS (2G) emerged in the 2000s with innovations enabled by information technologies.
2. The document analyzes the evolution of MIS by comparing features of early 1G systems to current MIS. Many 1G systems have integrated new technologies like email and SMS while still using traditional dissemination methods. 2G MIS rely more heavily on new technologies.
3. Innovations in current MIS include more extensive price and volume data collection, diversified information sources, and expanded information
This document discusses the design of information and communication technology (ICT) innovations to empower teachers and school managers in low-resource settings. It proposes a "Class Journal" concept to serve as a 21st century classroom register that records student and teacher interactions. A prototype was collaboratively developed and tested. The document advocates a hybrid approach combining the Capability Approach framework, which focuses on individuals' meaningful choices and agency, and Design Thinking practices, which employ empathy and prototyping to address problems in a process-oriented way. By balancing these approaches, the hybrid method seeks to design technology that enhances user capabilities while avoiding potential new power imbalances.
Transforming institutions: the case of IS innovation for agriculture advisory...Mira Slavova
This document discusses IS innovation for agriculture advisory services in Ghana. It finds that IS innovations have progressed through three generations: (1) providing basic access to information and organizing existing resources, (2) increasing interaction through multimedia and modifying actions through single-loop learning, and (3) enabling information and knowledge sharing through double-loop learning. Key enabling and constraining factors include infrastructure, organizational norms, and traditional oral culture. Sample first generation IS artifacts include GIFEC's CICs and GAINS' question and answer system, while second generation examples are Esoko Scout and third generation is Talking Book knowledge exchanges.
This document discusses aligning the Capability Approach (CA) framework with Design Thinking (DT) for developing technologies that are sensitive to human capabilities. It provides three examples:
1. CA can be used to scope the problem space and understand user needs and constraints, while DT operationalizes translating this into solutions. Iterative alignment of the problem and solution spaces is key.
2. CA serves as a framework for exploring both the socio-technical problem space and sensitive design of solutions that consider individual capabilities.
3. An example shows how CA was used to understand an Indian woman's capabilities/constraints with water, and DT to design a solution that fits within her abilities and budget.
This document discusses the key elements needed for an efficient cocoa market information system in producing countries. It outlines objectives like increasing transparency and farmer bargaining power. A successful system provides information that is relevant, reliable, timely, accessible and simple. Effective dissemination strategies include using local radio, SMS services, websites and television. Sustainable financing is important, such as through a small levy on cocoa exports. The experiences of Nigeria, Cameroon, Côte d'Ivoire provide lessons on implementing successful market information systems.
This document discusses the rationale for a research project and workshop on second generation market information systems (2G MIS). It notes problems with first generation MIS and the greater diversity of 2G MIS. The research project aims to characterize MIS, analyze innovations, and assess impact. The workshop objectives are to support the research activities and strengthen the expert network by facilitating information sharing and coordination.
1. Many early MIS (1G) from the 1980s-1990s showed disappointing results with information that did not meet user needs, lack of sustainability, and inadequate monitoring and evaluation. A new generation of MIS (2G) emerged in the 2000s with innovations enabled by information technologies.
2. The document analyzes the evolution of MIS by comparing features of early 1G systems to current MIS. Many 1G systems have integrated new technologies like email and SMS while still using traditional dissemination methods. 2G MIS rely more heavily on new technologies.
3. Innovations in current MIS include more extensive price and volume data collection, diversified information sources, and expanded information
This document discusses the design of information and communication technology (ICT) innovations to empower teachers and school managers in low-resource settings. It proposes a "Class Journal" concept to serve as a 21st century classroom register that records student and teacher interactions. A prototype was collaboratively developed and tested. The document advocates a hybrid approach combining the Capability Approach framework, which focuses on individuals' meaningful choices and agency, and Design Thinking practices, which employ empathy and prototyping to address problems in a process-oriented way. By balancing these approaches, the hybrid method seeks to design technology that enhances user capabilities while avoiding potential new power imbalances.
Transforming institutions: the case of IS innovation for agriculture advisory...Mira Slavova
This document discusses IS innovation for agriculture advisory services in Ghana. It finds that IS innovations have progressed through three generations: (1) providing basic access to information and organizing existing resources, (2) increasing interaction through multimedia and modifying actions through single-loop learning, and (3) enabling information and knowledge sharing through double-loop learning. Key enabling and constraining factors include infrastructure, organizational norms, and traditional oral culture. Sample first generation IS artifacts include GIFEC's CICs and GAINS' question and answer system, while second generation examples are Esoko Scout and third generation is Talking Book knowledge exchanges.
Global Services LIVE! is the world’s first compilation of success stories in ITO and BPO. It is a year-long program published quarterly for service providers to showcase their best projects.
Kompass India stands for quality and trust worthy business contacts. We connect a business to other business ventures, with the help of our online business directory. You register with us and we offer business associates’ contact details, which is essential to get in touch with a buyer, seller, exporter or importer in whatever business you are into.
MICROSTRATEGY - Sessione introduttiva sulla piattaforma di Business IntelligenceTwinergy
Microstrategy si posiziona per Gartner come "Leader" tra le Piattaforme di Business Intelligence. Twinergy ha un team specializzato su questa piattaforma ed esperienze di successo. La sessione ha l'obiettivo di introdurre la piattaforma e descriverne le principali caratteristiche con dimostrazioni pratiche sulla semplicità di uso e progettazione delle soluzioni di BI
Users provide inconsistent ratings when rating items multiple times, introducing natural noise that limits recommendation accuracy. An experiment with 118 users rating 100 movies over 3 trials found:
1. Test-retest reliability was good at 0.924 but mild and negative ratings were less reliable.
2. Pairwise RMSE between trials was 0.557-0.765, with the largest error between the most distant trials.
3. Common recommendation algorithms like user-based kNN, item-based kNN and SVD were robust to noise, with less than 5% difference in RMSE across trials. The second trial consistently had the lowest noise.
The document discusses how 2010 saw a slowdown in the global outsourcing industry due to the effects of the recession, with indicators like growth rates, contract values and new customers declining. However, it notes that the size of the outsourcing industry did not shrink. The outlook for 2011 is for a steady recovery, as the worst effects seem to be behind and signs point to a reversal in course with factors like a rise in new contracts and resurgence in the BPO sector driving renewed demand.
CyberMedia was established in 1982 as a media house in South Asia. It publishes various magazines focused on different industries such as IT, telecom, biotech, and others. It also operates websites related to these industries. CyberMedia produces TV shows and conducts events. It has expanded globally with publications in the US and plans to launch publications in other parts of Asia focused on different industries. CyberMedia also provides content management services and plans to expand this outsourcing business. The company aims to delight customers and pursue excellence.
So what’s with the sportsman’s theme? The title of this keynote is “Applying a sportsman’s mindset to achieve success in your mcommerce business” but I think it’s really about using the same leadership approach in both business and your chosen sports goals.
The document discusses the outlook for the global outsourcing industry in 2011, stating that while 2010 saw a slowdown, the worst effects of the recession seem to be behind the industry and 2011 will see a steady recovery beginning. It notes that the first quarter of 2011 showed some signs of reversal from 2010 trends, and while weak, the overall outlook is for volumes to rise through the year as more business segments follow industries that saw strong first quarter performances. Demand drivers like new technology areas, analytics needs, and business process optimization will translate to new outsourcing opportunities supporting a continued recovery in 2011.
The document summarizes the Mobile Ad Awards competition hosted by D2 Communications (D2C) in Japan since 2002. It provides examples of winning mobile ad campaigns from various years to illustrate the evolution of mobile marketing approaches over time. These have progressed from simple black and white banner ads to more complex campaigns integrating multiple platforms and tactics. The document also introduces D2C and its CEO, outlining their leadership role in developing the mobile marketing industry in Japan.
“In the past, the choice was between cost savings and transformation. Now you have to do both; it is a model of continuous improvement re-
engineering never stops.”
This document discusses Isahit, an internet platform for digital tasks that aims to reduce poverty through impact sourcing. It provides details on:
- The team founding Isahit and their backgrounds
- The types of digital tasks the platform focuses on, such as moderation, data entry and image tagging
- Isahit's mission to increase incomes for those in poverty up to 10 times the poverty threshold
- The business model, which involves corporations providing digital tasks and HITers (workers) completing them, with Isahit taking a commission
- Future plans such as expanding to new countries and growing the number of HITers and digital tasks over time
Outsourcing and offshoring of HR presents many opportunities and challenges, what is needed is for more HR professionals to have outsourcing business skills (namely process, operations, project management) and for more outsourcing professionals to have a greater understanding of HR issues and its impacts.
This document analyzes the benefits of improved market information for farmers and traders in Africa. It presents a price adjustment model to estimate the reduction in social welfare loss from more accurate price forecasts. The model is applied to major cereals in Mali, estimating losses from different levels of forecast errors. Sensitivity analysis shows benefits are greater when uncertainty is high, demand is inelastic, and supply is elastic. Cost-benefit comparisons of market information systems in various countries are provided.
The document analyzes market efficiency in maize markets in Benin over four time periods: 1988-1992, 1993-1996, 1997-2000, and 2001-2007. It uses a parity bounds model to estimate efficiency rates, arbitrage rates, autarky rates, and other measures. The results show that market efficiency increased over time, with the efficiency rate rising from 22% in 1988-1992 to 21% in 1997-2000. The establishment of a public market information system in 1993 helped improve some measures of market performance compared to the earlier period.
Global Services LIVE! is the world’s first compilation of success stories in ITO and BPO. It is a year-long program published quarterly for service providers to showcase their best projects.
Kompass India stands for quality and trust worthy business contacts. We connect a business to other business ventures, with the help of our online business directory. You register with us and we offer business associates’ contact details, which is essential to get in touch with a buyer, seller, exporter or importer in whatever business you are into.
MICROSTRATEGY - Sessione introduttiva sulla piattaforma di Business IntelligenceTwinergy
Microstrategy si posiziona per Gartner come "Leader" tra le Piattaforme di Business Intelligence. Twinergy ha un team specializzato su questa piattaforma ed esperienze di successo. La sessione ha l'obiettivo di introdurre la piattaforma e descriverne le principali caratteristiche con dimostrazioni pratiche sulla semplicità di uso e progettazione delle soluzioni di BI
Users provide inconsistent ratings when rating items multiple times, introducing natural noise that limits recommendation accuracy. An experiment with 118 users rating 100 movies over 3 trials found:
1. Test-retest reliability was good at 0.924 but mild and negative ratings were less reliable.
2. Pairwise RMSE between trials was 0.557-0.765, with the largest error between the most distant trials.
3. Common recommendation algorithms like user-based kNN, item-based kNN and SVD were robust to noise, with less than 5% difference in RMSE across trials. The second trial consistently had the lowest noise.
The document discusses how 2010 saw a slowdown in the global outsourcing industry due to the effects of the recession, with indicators like growth rates, contract values and new customers declining. However, it notes that the size of the outsourcing industry did not shrink. The outlook for 2011 is for a steady recovery, as the worst effects seem to be behind and signs point to a reversal in course with factors like a rise in new contracts and resurgence in the BPO sector driving renewed demand.
CyberMedia was established in 1982 as a media house in South Asia. It publishes various magazines focused on different industries such as IT, telecom, biotech, and others. It also operates websites related to these industries. CyberMedia produces TV shows and conducts events. It has expanded globally with publications in the US and plans to launch publications in other parts of Asia focused on different industries. CyberMedia also provides content management services and plans to expand this outsourcing business. The company aims to delight customers and pursue excellence.
So what’s with the sportsman’s theme? The title of this keynote is “Applying a sportsman’s mindset to achieve success in your mcommerce business” but I think it’s really about using the same leadership approach in both business and your chosen sports goals.
The document discusses the outlook for the global outsourcing industry in 2011, stating that while 2010 saw a slowdown, the worst effects of the recession seem to be behind the industry and 2011 will see a steady recovery beginning. It notes that the first quarter of 2011 showed some signs of reversal from 2010 trends, and while weak, the overall outlook is for volumes to rise through the year as more business segments follow industries that saw strong first quarter performances. Demand drivers like new technology areas, analytics needs, and business process optimization will translate to new outsourcing opportunities supporting a continued recovery in 2011.
The document summarizes the Mobile Ad Awards competition hosted by D2 Communications (D2C) in Japan since 2002. It provides examples of winning mobile ad campaigns from various years to illustrate the evolution of mobile marketing approaches over time. These have progressed from simple black and white banner ads to more complex campaigns integrating multiple platforms and tactics. The document also introduces D2C and its CEO, outlining their leadership role in developing the mobile marketing industry in Japan.
“In the past, the choice was between cost savings and transformation. Now you have to do both; it is a model of continuous improvement re-
engineering never stops.”
This document discusses Isahit, an internet platform for digital tasks that aims to reduce poverty through impact sourcing. It provides details on:
- The team founding Isahit and their backgrounds
- The types of digital tasks the platform focuses on, such as moderation, data entry and image tagging
- Isahit's mission to increase incomes for those in poverty up to 10 times the poverty threshold
- The business model, which involves corporations providing digital tasks and HITers (workers) completing them, with Isahit taking a commission
- Future plans such as expanding to new countries and growing the number of HITers and digital tasks over time
Outsourcing and offshoring of HR presents many opportunities and challenges, what is needed is for more HR professionals to have outsourcing business skills (namely process, operations, project management) and for more outsourcing professionals to have a greater understanding of HR issues and its impacts.
This document analyzes the benefits of improved market information for farmers and traders in Africa. It presents a price adjustment model to estimate the reduction in social welfare loss from more accurate price forecasts. The model is applied to major cereals in Mali, estimating losses from different levels of forecast errors. Sensitivity analysis shows benefits are greater when uncertainty is high, demand is inelastic, and supply is elastic. Cost-benefit comparisons of market information systems in various countries are provided.
The document analyzes market efficiency in maize markets in Benin over four time periods: 1988-1992, 1993-1996, 1997-2000, and 2001-2007. It uses a parity bounds model to estimate efficiency rates, arbitrage rates, autarky rates, and other measures. The results show that market efficiency increased over time, with the efficiency rate rising from 22% in 1988-1992 to 21% in 1997-2000. The establishment of a public market information system in 1993 helped improve some measures of market performance compared to the earlier period.
The document describes the Kenya Agricultural Commodity Exchange (KACE) model, which uses a Market Information and Linkage System (MILS) to connect smallholder farmers in Kenya to agricultural markets. The MILS components include rural Market Resource Centers, SMS services, radio programs, and an internet database. The system provides farmers with price information and directly facilitates commodity transactions. Studies found the model improved farmers' incomes and bargaining power. However, scaling up faces challenges like ICT illiteracy and infrastructure issues. KACE aims to expand the system's reach and help more farmers participate profitably in input and output markets.
The document discusses setting up a vegetable market information and consultation system in Vietnam. [1] It analyzes changes in Vietnam's food sector due to market liberalization, urban growth, and market segmentation. [2] Marketing constraints expressed by Vietnamese vegetable farmers are examined. [3] Insights from literature on market information systems and their mixed results are provided. The objective of the Hanoi vegetable market information and consultation system is defined as combining market information dissemination with organizing debates between stakeholders. [3]
1) SIEL is a market information system in Madagascar that provides price and volume data from production and wholesale markets to vegetable farmers.
2) A survey of 97 farmers found they need more information on consumption markets, which SIEL has difficulty collecting. Radio broadcasting shows promise in disseminating information to more farmers.
3) There are disparities between small, medium, and large farmers in their ability to utilize market information due to different constraints and marketing strategies. Improvements could focus information more on consumption markets and using radio.
The Observatoire du Riz (Rice Observatory) in Madagascar provides market information to support decision making around rice, a critical crop. It collects price and other data weekly and shares it with the Consultation Platform for Rice Commodity Chain Steering to facilitate dialogue. This information was instrumental in anticipating and managing crises to stabilize rice prices and availability. However, the system primarily benefits larger stakeholders and government, while small farmers have limited participation and influence over decisions.
This document discusses pathways by which improved market information can affect market performance and implications for evaluating the impacts of market information systems (MIS). It summarizes that:
1) MIS can directly impact private actors' decisions around spatial arbitrage, production, and pricing, but indirectly impact markets through complementarity with other infrastructure and improved policies.
2) Evaluating direct impacts is more straightforward but attributing indirect impacts to MIS is difficult due to other contemporaneous factors.
3) While conceptual links exist between better information and market outcomes, private investment alone may not sufficiently provide information due to issues like indivisibility, non-excludability, and uncertainty.
The document analyzes 60 farmer advisory services in Africa that use ICT. It divides the projects into 4 categories based on the technology used: voice, radio, mobile phones, and e-learning. The most common technologies were internet, radio, and mobile phones. The projects varied in duration, scale, and type of organization implementing them. SMS services were popular but had limitations. Voice and video solutions provided benefits but also had costs. The most successful SMS service was Esoko, while Infonet-Biovision used pictures to overcome constraints of text. Barriers to scaling up the services included attracting private investment and developing appropriate technologies for local contexts.
The document discusses the rationale for establishing a Regional African Agricultural Market Information System (RAAMIS). It notes Africa's large food import bill and undernourished population despite abundant resources. Currently, farmers lack access to input and output markets due to fragmented national systems and lack of regional integration. The RAAMIS would provide a one-stop online platform to share market information across Africa and promote intra-African agricultural trade. It would build on existing market information systems and statistical databases through partnerships. Challenges include developing consensus, effective partnerships, and mobilizing resources to implement this initiative.
The document discusses agricultural risk modeling and management. It describes how traditional approaches for estimating crop losses have significant weaknesses by not fully accounting for changes in technology, price volatility, market information and weather variability. An improved approach uses a probabilistic agricultural risk model that incorporates weather data, yield trends adjusted for technology, price modeling and generation of potential crop loss outcomes to better estimate risks under different conditions. The model can help farmers, donors and others strengthen risk management and decision making.
The document discusses government intervention in Senegal's agricultural markets and the creation of the Agence de Régulation des Marchés (ARM). [1] It outlines the evolution from state monopoly to liberalization with regulatory information and policy discussions between stakeholders. [2] The ARM was established in 2002 as an autonomous administrative structure to monitor market prices, facilitate discussions between actors, and support new commodities like onion, potato, banana, and rice. [3] It regulates markets through an interprofessional body representing producers, processors, traders, consumers, and public institutions.
This document discusses agricultural market information in Zambia. It identifies different types of farmers in Zambia, including small/medium farmers with less than 20 hectares and commercial farmers with more than 20 hectares. It also discusses the implications of differences between these farmer types. The document analyzes sources of agricultural price information in Zambia and discusses challenges in providing the right information to different stakeholders. It emphasizes the importance of tailoring information to specific farmer types and their varying needs.
The FAO/GIEWS Price Tool database contains monthly retail, wholesale, and export price data for staple food commodities like cereals, pulses, and meat products from 73 countries. It includes over 900 commodity time series and a selection of markets per country. The database provides supplementary information on commodity consumption, production, sources of data, and market locations. FAO/GIEWS is working to expand country coverage, improve the online interface, and link the price data to other food security and trade indicators.
This document summarizes the work of IFDC (International Fertilizer Development Center) in developing agricultural market information systems (MIS) in Africa over the past 25 years. It outlines IFDC's core competencies and approaches, including developing fertilizer and agro input MIS through partnerships with public sectors, private industries, donors, and projects. It discusses specific challenges in Africa and IFDC's business model and strategies to tap opportunities by linking global and regional MIS with country and local systems.
This document discusses measuring the impact of Esoko's market information services in Ghana. It describes early results from a project with a West African NGO called SEND that provided market info to 300 farmers via Esoko. Individual interviews found that 62 out of 62 farmers reported benefiting from Esoko by getting better prices, knowing where and when to sell. The document proposes a methodology for a more rigorous impact evaluation tracking Esoko members over 3 years with quarterly surveys to quantify impacts on revenue, bargaining power, market networks and efficiency. It acknowledges challenges but emphasizes the need for support to finalize the approach and share results.
Mobile applications in Africa can help extend markets and strengthen communities. By connecting farmers and market sellers via mobile phones, applications like Trade at Hand in Liberia make markets more efficient. They allow farmers and sellers to find buyers and prices for goods across distances and despite poor infrastructure. This reduces inefficiencies and waste, while increasing participation, profits and welfare. However, meaningful adoption faces challenges around appropriate technology design, business models, measuring micro-level impact, and addressing issues like language and literacy.
The document discusses how mobile phone adoption has impacted markets in Africa. It notes that with mobile phones, the boundaries between livelihoods and personal lives have become blurred. Mobile phones have helped extend markets by reducing information costs and price dispersion, particularly for agricultural goods. However, the impact on productivity and market institutions is unclear with qualitative effects being difficult to measure. Challenges include evaluating impact, designing inclusive and sustainable business models, and developing technologies that address issues like infrastructure, literacy and usability. Policies are also needed to encourage innovation through public-private partnerships and regulate competition and consumer protection.
2. How we got started
• “Farmers need prices”
• Foodnet Uganda
• Software opportunity
• Standardize d
St d di development & reduce costs
l t d t
• Public sector would collect and share
• Users would pay
U ld
Simple idea... Clear goal...
CIRAD – March 2010
11. MIS consultancy
Methodologies
g
Handbooks
Forms
Workshops
Certificates...
Rollout planning
CIRAD – March 2010
12. Weeks 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23
Strategy
gy
Platform Configuration
Training of Trainers
Enumeration Hiring
g
Enumeration Workshop
Enumeration
Field Trainings
g
Profiling & Alert Setup
Public Launch
4/1/201 March 2010
CIRAD – 11
0
13. “I now direct buyers to my
‘Confusing’ Results: community to buy from me
The ‘40%’ claim when prices are good”
“I now know Kumasi
market, I go there
every month”
“I now wait for good
p
prices before I sell my
y
products”
“I used to sell my
I
groundnuts in bowls in the
local market, now I send it
to Accra per bag”
CIRAD – March 2010
14. So what have we learned?
So what have we learned?
1. are markets really understood?
1 k ll d d?
2. Does the current development cycle even permit success?
2. can a retail model work?
3. what should the platform really do?
CIRAD – March 2010
15. Top 10 misconceptions about MIS
CIRAD – March 2010
20. Chris Thomas
“L Leap Frog”
Leap FFrog”
“ Frog”
Frog”
Opportunities
pp
Opportunities Firewall CLOUD
Inside the
CLIENT-
CLIENT- Web2.0 SaaS Mobile
SERVER
PC INTERNET
MAINFRAMES MINI-COMPUTERS
MINI-
1960 1970 1980 1985 1995 2000 2010
Benefitting f
B fi i from New and P i I
N d Prior Innovation
i
CIRAD – March 2010
27. Evolution of Esoko
2006 2007 2008 2009 2010 2011 2012 ...
Model
M d l 100% public 90% public 50% public
Content Prices Only Prices & Offers All Trading Data
Services Software Only Software/ Training Deployment
Insight 100% Push Push & Pull 80% Pull
Deploy
D l B2C B2 projects
B2 projects B2Business
CIRAD – March 2010
28. Sharing a single platform:
•R d
Reduces your cost of t h l
t f technology
• Reduces your cost of content acquisition
• reduces your marketing costs
• improves your negotiating power with partners
(incl mobile operators)
• gives you access to international/regional markets
• gives you access to other practitioners
• provides a support team
CIRAD – March 2010
29. trainings, certificates, workshops,
methodologies,assessments,
What We
What We manuals (over 80 documents)
Do Today Support
(Esoko Networks)
(E k N t k)
Software Deploy
Deploy
(BusyLab) (Esoko Ghana)
MIS
anywhere
28 software developers & testers 30 enumerators 7 trainers & managers
enumerators,
28
CIRAD – March 2010
30. Focus on sustainability
Bronze Silver Gold Platinum
$25 $250 $1,500 $8,000
SMS alerts & Website All tools. All tools.
10 SMS alerts/week
Max 200 members
Max 200 members Max 2,000 members
Max 2 000 members Unlimited.
Unlimited
Large Business/Assoc
Farmer Group
Trader Small Business Consumer Brand Co.
Business
Researcher Exporter NGO
Small NGO
Government
6,000
6 000 2,000
2 000 200 20
4 years to reach profitability
CIRAD – March 2010
32. Is business interested?
No 52 surveyed out of the
3%
potential 30,000
i l 30 000
business subscribers
in Ghana
in Ghana
Yes
29% Interested
29%
Yes & likely = 68%
Likely
39% 8% needed to be profitable
CIRAD – March 2010
33. Voacanga africana (exported at $7/kilo)
producer
SMS advertising/procurement
SMS advertising/procurement
reduces middle men & time
61 > 31 days 5 > 3 people
exporter
$1.50 now $2 = +30% $1.50 now $3 = +100%
CIRAD – March 2010
36. Top 10 misconceptions about MIS
1. MIS is a public good
2.
2 We know what we want
3. We know what they want
4. We can build our own
5. The data is there
6. Build it and they will come
7. We can pilot it
8. We can measure impact
9. Someone will sustain it
9 S ill t i
10.They can access it on the web
CIRAD – March 2010