Overview of USAID's value chain approach delivered at the 16th Session of the United Nations Commission on Sustainable Development Learning Centre, 6 May 2008
Workshop 2: Value Chain Development and Inclusive Business Models at The Caribbean-Pacific Agri-Food Forum 2015 (CPAF2015) taking place 2-6 November in Barbados with support from the Intra-ACP Agricultural Policy programme, organized in partnership with the Barbados Agricultural Society (BAS) and the Inter-American Institute for Cooperation on Agriculture (IICA). http://www.cta.int/en/news/caribbean-pacific-agri-food-forum.html
M & E of Value Chain Development 291007jiteshindia
Value chain interventions are complex with many interconnected activities and actors. A positive intervention can sometimes yield negative unintended consequences, and vice versa, as changes do not always happen linearly. Monitoring and evaluation of value chain development should focus more on outcomes across all levels of the chain, and the processes involved, rather than just outputs, impact, inputs, and activities. It is also important to emphasize sustainability and involve all actors in the value chain, with a focus on the overall purpose of the development rather than any single aspect.
Integrating innovation systems perspective and value chain analysis into agri...guest18588f
A presentation by Ponniah Anandajayasekeram (CaSt) and Berhanu Gebremedhin (IPMS), ILRI, prepared for the UNU-MERIT Training Programme in Design and Evaluation of Innovation Policy in Developing Countries (DEIP) held at EDRI training hall, Addis Ababa, Ethiopia, February 22-26, 2010.
Improving the performance of pro-poor value chains of sheep and goats for enh...ILRI
This document summarizes a new project funded by IFAD to improve sheep and goat value chains in Ethiopia. The project aims to increase incomes and productivity of smallholder farmers, especially women. It will test interventions across 16 communities in various regions of Ethiopia. The project will conduct analyses of the value chains, test production and marketing technologies, develop partnerships, and evaluate impacts with the goal of disseminating lessons learned and facilitating scaling up of successful approaches. It is implemented by ICARDA, ILRI, and Ethiopian research partners over 3 years with a budget of $1.2 million.
The document discusses conducting a value chain analysis and intervention for a livelihood program implemented by CST organizations in Ethiopia. It aims to develop a common understanding of value chains among program staff and introduce the value chain approach used in the current livelihood program cycle. Key points discussed include:
1. Defining value chains and explaining they link farmers to consumers through the steps a product takes, including input suppliers and market/financial institutions.
2. Outlining the value chain approach adopted in the livelihood program, which emphasizes value addition through strategies like promoting value chains for aloe vera, cactus and incense production.
3. Describing sub-sector analysis and its role in selecting value
Pro Poor Value Chain Development 121007jiteshindia
This document discusses pro poor value chain development. It notes that value chain analysis can help identify intervention points to increase efficiency and the poor's share of generated value. The poor need support to participate in existing value chains and negotiate within them. It also stresses supporting value chain actors interested in helping the poor, and conducting outreach, stakeholder consultations, and analysis to identify constraints and solutions to develop intervention plans. The approach focuses on changing processes over isolated problems, leveraging existing players rather than new channels, and building trust among stakeholders. Prerequisites include communicating motivations and having market and actor understanding. Tools include mapping, flow diagrams and competitiveness analysis. Potential interventions support actors, farmers, S
Value Chains: The Participatory Market Chain Approach: from the Andes to Afri...IFSD14
The Participatory Market Chain Approach (PMCA) stimulates innovation among actors along agricultural value chains. It builds trust between farmers, intermediaries, processors, retailers, consumers, and research organizations. Over multiple phases, PMCA uses participatory analysis and group work to identify market opportunities and develop new products, technologies, and institutions. It has helped transform native potatoes from a staple crop into value-added products in Andean markets. Lessons show PMCA is most effective when combined with other programs and evolves over time, sparking second and third generation innovations. It has also been adapted successfully in other regions through approaches like Farmer Business Schools in Indonesia.
Webinar about the new book "Value Chain Development and The Poor: Promise, delivery, and opportunities for impact at scale" (eds. Jason Donovan, Dietmar Stoian, and Jon Hellin), recorded on June 17, 2021. For more information and video recording, visit https://bit.ly/3goPP5r
Workshop 2: Value Chain Development and Inclusive Business Models at The Caribbean-Pacific Agri-Food Forum 2015 (CPAF2015) taking place 2-6 November in Barbados with support from the Intra-ACP Agricultural Policy programme, organized in partnership with the Barbados Agricultural Society (BAS) and the Inter-American Institute for Cooperation on Agriculture (IICA). http://www.cta.int/en/news/caribbean-pacific-agri-food-forum.html
M & E of Value Chain Development 291007jiteshindia
Value chain interventions are complex with many interconnected activities and actors. A positive intervention can sometimes yield negative unintended consequences, and vice versa, as changes do not always happen linearly. Monitoring and evaluation of value chain development should focus more on outcomes across all levels of the chain, and the processes involved, rather than just outputs, impact, inputs, and activities. It is also important to emphasize sustainability and involve all actors in the value chain, with a focus on the overall purpose of the development rather than any single aspect.
Integrating innovation systems perspective and value chain analysis into agri...guest18588f
A presentation by Ponniah Anandajayasekeram (CaSt) and Berhanu Gebremedhin (IPMS), ILRI, prepared for the UNU-MERIT Training Programme in Design and Evaluation of Innovation Policy in Developing Countries (DEIP) held at EDRI training hall, Addis Ababa, Ethiopia, February 22-26, 2010.
Improving the performance of pro-poor value chains of sheep and goats for enh...ILRI
This document summarizes a new project funded by IFAD to improve sheep and goat value chains in Ethiopia. The project aims to increase incomes and productivity of smallholder farmers, especially women. It will test interventions across 16 communities in various regions of Ethiopia. The project will conduct analyses of the value chains, test production and marketing technologies, develop partnerships, and evaluate impacts with the goal of disseminating lessons learned and facilitating scaling up of successful approaches. It is implemented by ICARDA, ILRI, and Ethiopian research partners over 3 years with a budget of $1.2 million.
The document discusses conducting a value chain analysis and intervention for a livelihood program implemented by CST organizations in Ethiopia. It aims to develop a common understanding of value chains among program staff and introduce the value chain approach used in the current livelihood program cycle. Key points discussed include:
1. Defining value chains and explaining they link farmers to consumers through the steps a product takes, including input suppliers and market/financial institutions.
2. Outlining the value chain approach adopted in the livelihood program, which emphasizes value addition through strategies like promoting value chains for aloe vera, cactus and incense production.
3. Describing sub-sector analysis and its role in selecting value
Pro Poor Value Chain Development 121007jiteshindia
This document discusses pro poor value chain development. It notes that value chain analysis can help identify intervention points to increase efficiency and the poor's share of generated value. The poor need support to participate in existing value chains and negotiate within them. It also stresses supporting value chain actors interested in helping the poor, and conducting outreach, stakeholder consultations, and analysis to identify constraints and solutions to develop intervention plans. The approach focuses on changing processes over isolated problems, leveraging existing players rather than new channels, and building trust among stakeholders. Prerequisites include communicating motivations and having market and actor understanding. Tools include mapping, flow diagrams and competitiveness analysis. Potential interventions support actors, farmers, S
Value Chains: The Participatory Market Chain Approach: from the Andes to Afri...IFSD14
The Participatory Market Chain Approach (PMCA) stimulates innovation among actors along agricultural value chains. It builds trust between farmers, intermediaries, processors, retailers, consumers, and research organizations. Over multiple phases, PMCA uses participatory analysis and group work to identify market opportunities and develop new products, technologies, and institutions. It has helped transform native potatoes from a staple crop into value-added products in Andean markets. Lessons show PMCA is most effective when combined with other programs and evolves over time, sparking second and third generation innovations. It has also been adapted successfully in other regions through approaches like Farmer Business Schools in Indonesia.
Webinar about the new book "Value Chain Development and The Poor: Promise, delivery, and opportunities for impact at scale" (eds. Jason Donovan, Dietmar Stoian, and Jon Hellin), recorded on June 17, 2021. For more information and video recording, visit https://bit.ly/3goPP5r
The document discusses the concept of an agricultural value chain and opportunities for designing ICT applications. It defines a value chain as a connected series of organizations and resources involved in creating and delivering value to customers. The presentation maps out an agricultural value chain, identifies key challenges in agriculture, and provides examples of ICT applications that could address issues around productivity, market information, supply chain inefficiencies, and farmers' financial exclusion. It concludes by outlining a services model guideline for developing agricultural applications.
IWMI experiences on potential irrigated value chains development for the LIVE...ILRI
1) The document discusses potential interventions for developing irrigated value chains in Ethiopia through the LIVES project. It provides rationale for investing in smallholder irrigation and criteria for selecting value chains.
2) Potential interventions are identified for production, post-harvest handling, marketing, operation and maintenance of irrigation systems. Cross-cutting issues of social, environmental and gender equity are also addressed.
3) Opportunities for expanding irrigation discussed include promoting motorized pumps, manual well drilling, agro-ecology technologies, and contract or outgrower schemes with lessons from other countries. The conclusion emphasizes improving smallholder access to inputs, markets, and support services.
1) The document discusses facilitating engagement in global value chains (GVCs) for smallholder farmers through appropriate policy frameworks and market development.
2) It emphasizes that markets alone are not enough and need to be complemented by policies that support skills, infrastructure, and social/labor policies.
3) Meeting consumer expectations around quality, reliability, and social values requires collaboration through standards and traceability systems that build trust in credence attributes.
The Rural Livelihood Development Programme (RLDP) is a Tanzanian government initiative supported by the Swiss Development Corporation and implemented through the Rural Livelihood Development Centre in Dodoma since 2006. The RLDP aims to improve the livelihoods of 92,000 smallholder households in central Tanzania by making agricultural markets work better for rural producers. It does this through interventions that improve access to inputs, skills, financing, and market access for farmers and support the growth of small and medium enterprises providing agricultural services. Initial results show the program has reached over 126,000 households with a budget of over 1.4 billion Tanzanian shillings. Moving forward, the RLDP will focus on replicating successful models and partnering with
The document discusses analyzing a supply market. It provides an overview of the supply market analysis process which involves several steps: 1) assessing the ability of different markets to meet requirements, 2) identifying markets with the best opportunities and lowest risk, 3) understanding factors that influence the market. The analysis also considers segmenting the supply market based on geographic location, technology, or supply channel to better understand risks and opportunities. Monitoring market risks and opportunities is important to keep supply targets and options up to date.
BASIX is a microfinance institution in India that aims to promote sustainable livelihoods for rural communities. It provides integrated financial services and technical assistance. Over time, BASIX transitioned from receiving soft loans and grants to raising commercial equity and debt. It focuses on agri value chains by identifying subsectors, addressing bottlenecks through collaboration, and scaling interventions. BASIX works with farmers, producer organizations, enterprises and markets. It delivers services like credit, training, inputs, and market linkages. Major constraints include access to quality seeds, production issues, post-harvest losses, lack of market information, and processing challenges. BASIX collaborates with partners across the value chain.
This document outlines the key concepts of the Market Systems Development (M4P) approach. It discusses how markets often fail to serve the poor due to limited access to information, weak institutions, and high transaction costs. The M4P approach aims to facilitate sustainable change in the market system through a light-touch and flexible role. Interventions identify leverage points and partners to stimulate systemic changes, such as encouraging new relationships between private sector actors, that ultimately benefit large numbers of poor people through improved access to markets.
This presentation provides an introduction to the OECD project on responsible supply chains in the textile and garment sector. It aims to promote the increased contributions of multinational enterprises to environmental, economic and social progress; and to decrease adverse impacts by multinational enterprises on matters covered by the OECD Guidelines in the textile and garment sector along the full length of the supply chain.
This project is part of the work the OECD undertakes to create practical sectoral applications for the recommendations found in the OECD Guidelines for Multinational Enterprises.
Find out more: http://mneguidelines.oecd.org/responsible-supply-chains-textile-garment-sector.htm
Navigating the Asian Textile and Garment Supply Chain - Screen - April 2015Mark Ganz
This document discusses trends in the Asian textile and garment supply chain and their implications for Australian retailers. It finds that:
1. Chinese manufacturers are facing declining profitability due to rising wages and costs. They are implementing strategies like relocating production to lower-cost countries, focusing on fast fashion, shifting to higher-margin products, and vertical integration. These strategies will have varying impacts on Australian retailers.
2. Most Australian retailers now directly source products from overseas instead of through wholesalers. This has increased their profit margins but also their exposure to foreign exchange volatility. In a lower Australian dollar environment, over 70% of direct sourcing retailers could become unprofitable without price increases or cost cuts.
CSA Symposium 2016 - Dr. Derrick Deslandes Day 2 Session 2ACDI/VOCA
- The document discusses the strategic use of subsidies in facilitating agricultural markets to build producer adaptive capacity. It outlines various types of subsidies and considerations for designing "smart" subsidies. The main stages of market facilitation are identified as identification of opportunities, orienting actors, and achieving sustainability and scale. The document then provides an example case study of efforts to develop the Irish potato industry in Jamaica through market assessments, training programs, input support, and infrastructure improvements with phased subsidies. While some positive impacts were seen, challenges around financing and program management remain, and expanding similar programs to other crops is recommended.
This document discusses monitoring and results measurement (MRM) systems based on the Donor Committee for Enterprise Development (DCED) standard. It explains why implementing an MRM system is important both internally for project management and learning, and externally for demonstrating impact to donors. The key components of the DCED standard are outlined, including defining indicators, measuring changes, and estimating attributable impacts. Tools for data collection like observations, interviews, and surveys are also discussed. Implementing a robust yet cost-effective MRM system aligned with the DCED standard helps improve project performance and accountability.
The PROPEL project aims to increase the value of Caribbean fresh produce accessing high-value markets by $100 million over six years. It identified issues like a lack of strategic focus among organizations and insufficient coordination between actors in the agricultural sector. The project is using a market systems approach to create awareness among stakeholders, identify opportunities to improve information sharing and climate-smart innovation, and encourage commitment to collaborative models. Findings show this approach can foster innovative partnerships between public and private sectors and clarify roles while allowing for reduced government involvement over time. The goal is to catalyze sustainable changes in market functions and crowd in private sector guarantees.
Global Supply Chain Management and cultural influence Anitha thomas
Global supply chain management involves coordinating supply chain activities around the world to transform raw materials into finished products for global customers. Cultural influences must be considered when expanding supply chains globally. Cultural characteristics like views of authority, time preferences, and risk tolerance can impact decision-making and work processes. Developing an understanding of cultural differences is important for building strong relationships and efficiently managing global supply chains.
Innovation Platforms: a new approach to market development and technology upt...ESAP
Presentation by Andre F. van Rooyen and S. Homann-Kee Tui at the 5th All Africa conference on animal production, Addis Ababa, Ethiopia, 25-28 October 2010.
This document summarizes an experience with the coriander value chain in Pakistan and Afghanistan. It conducted a sub-sector analysis to identify opportunities and gaps, researched the reasons for impediments, and facilitated the development of technical support and an extension program implemented through the public sector. This approach helped build a better understanding of the sub-sector, identified reasons for impediments, and built the capacity of service sector actors. The experience was seen as need-based, with potential for upscaling and sustainability. Questions are raised about dealing with monopolistic private sector actors, improving regulations through advocacy, competing with heavily subsidized strategies, applying social equity, and unpredictable security issues.
OCBC is a major bank in Singapore operating since 1999. It faces competition from other local banks like DBS and UOB as well as foreign banks. While the banking industry is highly regulated, OCBC has strengths in identifying new market trends and solutions before competitors. However, its products and services lack differentiation. OCBC could develop capabilities that are rare and difficult to imitate to gain sustainable advantages. It also needs strategies to gain market share against increasing competition from both financial and non-financial sectors.
TRI operates in the fast food industry, primarily in Asia. A PESTEL analysis found opportunities from economic growth in Asia but also threats from political instability, currency fluctuations, and regional economic crises. Porter's five forces showed high competitive rivalry and threat of substitutes. TRI has strategic capabilities in standardized operations across markets and maintaining corporate culture. However, products have low differentiation in an industry with high buyer power and switching costs. TRI pursues a cost leadership strategy internationally to gain market share in this competitive environment.
WDR 2015 - Internet, Economic Growth and Powverty ReductionAdrian Lee
Addressing Internet, economic growth and poverty reduction, presented to panel at World Development Report in Nairobi, Kenya. (Speakers' notes available on request)
Globalization has connected the world through increased trade, investment, and cultural exchange. While it has reduced poverty and improved living standards for many, its impacts differ across countries. Economic globalization can benefit stronger nations by increasing their access to larger markets and cheaper imports, but it may harm weaker countries by compelling them to remove protections and compete without subsidies. Whether globalization leads to growth and poverty reduction depends on a nation's ability to adapt and control the pace of integration.
The document discusses the concept of an agricultural value chain and opportunities for designing ICT applications. It defines a value chain as a connected series of organizations and resources involved in creating and delivering value to customers. The presentation maps out an agricultural value chain, identifies key challenges in agriculture, and provides examples of ICT applications that could address issues around productivity, market information, supply chain inefficiencies, and farmers' financial exclusion. It concludes by outlining a services model guideline for developing agricultural applications.
IWMI experiences on potential irrigated value chains development for the LIVE...ILRI
1) The document discusses potential interventions for developing irrigated value chains in Ethiopia through the LIVES project. It provides rationale for investing in smallholder irrigation and criteria for selecting value chains.
2) Potential interventions are identified for production, post-harvest handling, marketing, operation and maintenance of irrigation systems. Cross-cutting issues of social, environmental and gender equity are also addressed.
3) Opportunities for expanding irrigation discussed include promoting motorized pumps, manual well drilling, agro-ecology technologies, and contract or outgrower schemes with lessons from other countries. The conclusion emphasizes improving smallholder access to inputs, markets, and support services.
1) The document discusses facilitating engagement in global value chains (GVCs) for smallholder farmers through appropriate policy frameworks and market development.
2) It emphasizes that markets alone are not enough and need to be complemented by policies that support skills, infrastructure, and social/labor policies.
3) Meeting consumer expectations around quality, reliability, and social values requires collaboration through standards and traceability systems that build trust in credence attributes.
The Rural Livelihood Development Programme (RLDP) is a Tanzanian government initiative supported by the Swiss Development Corporation and implemented through the Rural Livelihood Development Centre in Dodoma since 2006. The RLDP aims to improve the livelihoods of 92,000 smallholder households in central Tanzania by making agricultural markets work better for rural producers. It does this through interventions that improve access to inputs, skills, financing, and market access for farmers and support the growth of small and medium enterprises providing agricultural services. Initial results show the program has reached over 126,000 households with a budget of over 1.4 billion Tanzanian shillings. Moving forward, the RLDP will focus on replicating successful models and partnering with
The document discusses analyzing a supply market. It provides an overview of the supply market analysis process which involves several steps: 1) assessing the ability of different markets to meet requirements, 2) identifying markets with the best opportunities and lowest risk, 3) understanding factors that influence the market. The analysis also considers segmenting the supply market based on geographic location, technology, or supply channel to better understand risks and opportunities. Monitoring market risks and opportunities is important to keep supply targets and options up to date.
BASIX is a microfinance institution in India that aims to promote sustainable livelihoods for rural communities. It provides integrated financial services and technical assistance. Over time, BASIX transitioned from receiving soft loans and grants to raising commercial equity and debt. It focuses on agri value chains by identifying subsectors, addressing bottlenecks through collaboration, and scaling interventions. BASIX works with farmers, producer organizations, enterprises and markets. It delivers services like credit, training, inputs, and market linkages. Major constraints include access to quality seeds, production issues, post-harvest losses, lack of market information, and processing challenges. BASIX collaborates with partners across the value chain.
This document outlines the key concepts of the Market Systems Development (M4P) approach. It discusses how markets often fail to serve the poor due to limited access to information, weak institutions, and high transaction costs. The M4P approach aims to facilitate sustainable change in the market system through a light-touch and flexible role. Interventions identify leverage points and partners to stimulate systemic changes, such as encouraging new relationships between private sector actors, that ultimately benefit large numbers of poor people through improved access to markets.
This presentation provides an introduction to the OECD project on responsible supply chains in the textile and garment sector. It aims to promote the increased contributions of multinational enterprises to environmental, economic and social progress; and to decrease adverse impacts by multinational enterprises on matters covered by the OECD Guidelines in the textile and garment sector along the full length of the supply chain.
This project is part of the work the OECD undertakes to create practical sectoral applications for the recommendations found in the OECD Guidelines for Multinational Enterprises.
Find out more: http://mneguidelines.oecd.org/responsible-supply-chains-textile-garment-sector.htm
Navigating the Asian Textile and Garment Supply Chain - Screen - April 2015Mark Ganz
This document discusses trends in the Asian textile and garment supply chain and their implications for Australian retailers. It finds that:
1. Chinese manufacturers are facing declining profitability due to rising wages and costs. They are implementing strategies like relocating production to lower-cost countries, focusing on fast fashion, shifting to higher-margin products, and vertical integration. These strategies will have varying impacts on Australian retailers.
2. Most Australian retailers now directly source products from overseas instead of through wholesalers. This has increased their profit margins but also their exposure to foreign exchange volatility. In a lower Australian dollar environment, over 70% of direct sourcing retailers could become unprofitable without price increases or cost cuts.
CSA Symposium 2016 - Dr. Derrick Deslandes Day 2 Session 2ACDI/VOCA
- The document discusses the strategic use of subsidies in facilitating agricultural markets to build producer adaptive capacity. It outlines various types of subsidies and considerations for designing "smart" subsidies. The main stages of market facilitation are identified as identification of opportunities, orienting actors, and achieving sustainability and scale. The document then provides an example case study of efforts to develop the Irish potato industry in Jamaica through market assessments, training programs, input support, and infrastructure improvements with phased subsidies. While some positive impacts were seen, challenges around financing and program management remain, and expanding similar programs to other crops is recommended.
This document discusses monitoring and results measurement (MRM) systems based on the Donor Committee for Enterprise Development (DCED) standard. It explains why implementing an MRM system is important both internally for project management and learning, and externally for demonstrating impact to donors. The key components of the DCED standard are outlined, including defining indicators, measuring changes, and estimating attributable impacts. Tools for data collection like observations, interviews, and surveys are also discussed. Implementing a robust yet cost-effective MRM system aligned with the DCED standard helps improve project performance and accountability.
The PROPEL project aims to increase the value of Caribbean fresh produce accessing high-value markets by $100 million over six years. It identified issues like a lack of strategic focus among organizations and insufficient coordination between actors in the agricultural sector. The project is using a market systems approach to create awareness among stakeholders, identify opportunities to improve information sharing and climate-smart innovation, and encourage commitment to collaborative models. Findings show this approach can foster innovative partnerships between public and private sectors and clarify roles while allowing for reduced government involvement over time. The goal is to catalyze sustainable changes in market functions and crowd in private sector guarantees.
Global Supply Chain Management and cultural influence Anitha thomas
Global supply chain management involves coordinating supply chain activities around the world to transform raw materials into finished products for global customers. Cultural influences must be considered when expanding supply chains globally. Cultural characteristics like views of authority, time preferences, and risk tolerance can impact decision-making and work processes. Developing an understanding of cultural differences is important for building strong relationships and efficiently managing global supply chains.
Innovation Platforms: a new approach to market development and technology upt...ESAP
Presentation by Andre F. van Rooyen and S. Homann-Kee Tui at the 5th All Africa conference on animal production, Addis Ababa, Ethiopia, 25-28 October 2010.
This document summarizes an experience with the coriander value chain in Pakistan and Afghanistan. It conducted a sub-sector analysis to identify opportunities and gaps, researched the reasons for impediments, and facilitated the development of technical support and an extension program implemented through the public sector. This approach helped build a better understanding of the sub-sector, identified reasons for impediments, and built the capacity of service sector actors. The experience was seen as need-based, with potential for upscaling and sustainability. Questions are raised about dealing with monopolistic private sector actors, improving regulations through advocacy, competing with heavily subsidized strategies, applying social equity, and unpredictable security issues.
OCBC is a major bank in Singapore operating since 1999. It faces competition from other local banks like DBS and UOB as well as foreign banks. While the banking industry is highly regulated, OCBC has strengths in identifying new market trends and solutions before competitors. However, its products and services lack differentiation. OCBC could develop capabilities that are rare and difficult to imitate to gain sustainable advantages. It also needs strategies to gain market share against increasing competition from both financial and non-financial sectors.
TRI operates in the fast food industry, primarily in Asia. A PESTEL analysis found opportunities from economic growth in Asia but also threats from political instability, currency fluctuations, and regional economic crises. Porter's five forces showed high competitive rivalry and threat of substitutes. TRI has strategic capabilities in standardized operations across markets and maintaining corporate culture. However, products have low differentiation in an industry with high buyer power and switching costs. TRI pursues a cost leadership strategy internationally to gain market share in this competitive environment.
WDR 2015 - Internet, Economic Growth and Powverty ReductionAdrian Lee
Addressing Internet, economic growth and poverty reduction, presented to panel at World Development Report in Nairobi, Kenya. (Speakers' notes available on request)
Globalization has connected the world through increased trade, investment, and cultural exchange. While it has reduced poverty and improved living standards for many, its impacts differ across countries. Economic globalization can benefit stronger nations by increasing their access to larger markets and cheaper imports, but it may harm weaker countries by compelling them to remove protections and compete without subsidies. Whether globalization leads to growth and poverty reduction depends on a nation's ability to adapt and control the pace of integration.
Impact of globalization on labour, commerce and industry and their response t...Andre_silburn1
Globalization has impacted labour, industry, and commerce in several ways. For labour, it has increased demand for skilled workers while decreasing demand for unskilled workers. This has led to both positive and negative impacts. For industry, globalization has made production more responsive to costs across countries, leading some industries like manufacturing to offshore operations. It has also improved efficiency. For commerce, trade as a percentage of GDP has increased and developing countries now represent a larger share of exports from advanced economies. In response, labour markets have decentralized, industries have shifted production, and policies aim to facilitate adjustment to globalization.
Presentation by Lord Nicholas Stern at the World Resources Institute and International Monetary Fund event "Fostering Growth and Poverty Reduction in a World of Immense Risk" on April 2, 2013.
GRADE 10 INDUSTRIALIZATION AND ECONOMIC DEVELOPMENTJt Engay
Industrialization involves transforming raw materials into finished goods using machines. It is important for economic development as it provides employment, can adjust to consumer demands, and earns foreign currency from exports. The industrial sector has five main components: mining, manufacturing, construction, energy, and water. It faces challenges like skills gaps and environmental issues. Various government agencies promote trade and industry in the Philippines, including the Department of Trade and Industry, Board of Investments, and Philippine Economic Zone Authority. Agriculture and industry are vital as they provide livelihoods, food and raw materials, foreign trade earnings, technological development, and resource transfers.
This document discusses resource mobilization for organizations. It defines resource mobilization as identifying the resources needed to achieve an organization's mission through developing relationships with resource providers. Resources include financial support, human skills and expertise, physical goods, and free services. Resource providers include organizations, governments, businesses, individuals and groups. The document outlines important aspects of developing a resource mobilization plan like identifying objectives, implementing strategies, and monitoring outcomes. Effective resource mobilization is necessary for organizational sustainability and independence.
The document outlines the budget cycle process in Tanzania, including the major phases of formulation, approval, execution, and oversight. It discusses the key stakeholders involved at both the national and local government levels. There are several laws and regulations that govern the budget process. Recent trends have opened the process to greater participation and scrutiny, though challenges remain around priorities, reallocations, and procurement.
AP Human Geography: Unit 6: Industrialization Daniel Eiland
Industrialization and its effects on economic development are complex processes with many factors to consider. The document discusses key concepts like the theories of modernization, dependency, and world systems in explaining industrialization. It also examines the historical diffusion of industry from 18th century Britain and how economic cores and peripheries evolved. Contemporary patterns are shaped by globalization and infrastructure development in primary regions like Europe, East Asia, and North America, as well as secondary regions in Latin America, Southeast Asia, and Africa. Both more and less developed countries face ongoing challenges from these shifts.
Scenario-building enables managers to invent and then consider in depth several varied stories of equally plausible futures. They can then make strategic decisions that will be sound for all plausible futures. No matter what future takes place, one is more likely to be ready for and influential in it if one has thought seriously about scenarios. Scenario planning challenges mental models about the world and lifts the blinders that limit our creativity and resourcefulness.
1. The document discusses the role and legal basis of local governments in the Philippines according to Republic Act 7160, also known as the Local Government Code of 1991.
2. It outlines the major principles of decentralization like devolution, deconcentration, and debureaucratization. It also summarizes the basic services and regulatory powers transferred to local government units.
3. The Local Government Code aims to empower local units and enhance participation. It increases their financial resources and encourages entrepreneurship. However, implementation faces challenges like limited finances, personnel issues, and lack of expertise.
The document outlines a training course covering various topics related to financial auditing over 5 days. Day 1 and 2 focus on technical audit skills, day 3 covers enterprise risk management, and days 4 and 5 discuss financial audits and auditing financial statements. The course aims to help participants understand the purpose and process of auditing, the auditor's role and responsibilities, and the development of modern auditing standards and practices.
This document discusses environmental issues and sustainable development in Spain. It covers:
- The concept of sustainable development as stimulating economic growth while safeguarding natural resources.
- How the primary, secondary and tertiary sectors impact the environment through activities like agriculture, industry, tourism and transportation infrastructure.
- Specific environmental problems in Spain like air pollution, uncontrolled urbanization, desertification, and threatened species.
- Protected areas that have been established in Spain to conserve the environment, including national parks, natural reserves, and areas in international agreements or the EU Natura 2000 network.
Philippine Public Fiscal Administration by Daisy T. Besing (MPA)Daisy Besing
This document discusses fiscal administration, which involves managing financial resources for governments and other public institutions. It outlines key aspects of fiscal administration including systems and processes for budgeting, accounting, auditing, and managing revenue and expenditures. It also provides historical details on the development of fiscal administration in the Philippines, describing the government agencies and processes involved in national and local budgeting and financial management.
The document discusses the history and evolution of local government in the Philippines. It traces the roots of local government back to the Spanish colonial period and discusses the long tradition of centralized rule, from Spanish/American colonization up until the Marcos dictatorship in 1972. Key events that decentralized power included the 1991 Local Government Code passed under the Aquino administration, devolving services and increasing financial resources to LGUs. The Code aimed to promote local autonomy and address issues like poverty, inequality, and security through community participation and empowering LGUs to provide for basic needs and local development. Examples are given of notable achievements and initiatives that have resulted from the decentralization process.
1. Industrialization can be a rocky road similar to development that requires pragmatism and learning from others.
2. There should be no dogmas in economics and industrialization equates to increasing the manufacturing sector's share of total economic output.
3. A country benefits from both industrializing and having a strong agricultural sector in a symbiotic relationship that increases productivity.
Gender Sensitive Value Chain Development: Learning from the Embroidered Garme...Jason Wolfe
Jason Wolfe of the USAID Microenterprise Development office presented, “Gender-Sensitive Value Chain Development: Learning from the embroidered garment value chain in Pakistan.” The seminar was the 24th installment of the Linking Small Firms to Competitiveness Strategies Breakfast Seminar Series sponsored by the USAID Microenterprise Development office.
The presentation focused on a USAID funded project implemented by Mennonite Economic Development Associates (MEDA) and their Pakistani partner, Entrepreneurship & Career Development Institute (ECDI). This project has had success developing the embroidered garment value chain by identifying women who have some mobility to be sales agents.
This document discusses the need for public-private partnerships (PPPs) in agriculture in Bihar, India. It notes that agriculture is facing challenges from globalization, changing consumer preferences, and other factors. There has been a shift from staple crops to higher-value crops and more focus on entire food supply chains and rural development. PPPs are seen as crucial for improving access to new technologies, research, infrastructure, markets and financing. The roles of government, private sector and civil society in partnerships need clarification. PPPs could benefit farmers through better seeds, extension services, yields and market access. Areas of potential corporate involvement include contract farming and ensuring supply and marketing chains. Success will depend on addressing issues like
This document discusses strategies for international niche marketing by small and medium enterprises (SMEs). It outlines key motivators and barriers to internationalization for SMEs. Successful international niche marketers must have good market information and understanding, provide high quality service, pursue small innovations, and evaluate appropriate market entry strategies in each country. Electronic commerce benefits SME internationalization by enabling real-time global communication and collaboration at low cost.
The document discusses competition in the food delivery market through a Porter's Five Forces analysis and SWOT analyses of various competitors. It then analyzes the market size using top-down estimates of total addressable market, serviceable addressable market, and serviceable obtainable market based on demographics and internet usage. Potential lessons learned from previous projects are also listed.
This document discusses revitalizing support for small and medium enterprises (SMEs). It notes that SMEs face many barriers to entry, growth, and survival. Market failures interrupt growth at various stages of a venture's lifecycle. The World Bank aims to take a more integrated approach along the venture lifecycle and address specific market failures. This includes packaging technical assistance, financing, and advisory services. The goal is to create enabling ecosystems for productive SME growth and achievement of the UN Sustainable Development Goals. Key aspects of the new approach include targeting support based on venture stage rather than just size, strengthening entrepreneurship, and fostering global partnerships.
The International Food Policy Research Institute (IFPRI) and the Nepal Agricultural Economics Society (NAES) are jointly organizing Annual Conference of Nepal Agricultural Economics Society on February 13-14, 2015 at Conference Hall, Trade Tower, Thapathali, Kathmandu, Nepal. During the annual conference of NAES, a special session on “Convergences of Policies and Programs relating to Sustainable and Climate Resilient Agriculture” is being organized. The aim of this special session is to showcase the studies and experiences in South Asian countries on climate resilient agriculture and how they can learn from each other to formulate progressive and sustainable policies to promote climate smart agriculture in a regional perspective.
The document discusses competition in the food delivery market through a Porter's Five Forces analysis and SWOT analyses of various competitors. It then analyzes the market size using top-down estimates of total addressable market, serviceable addressable market, and serviceable obtainable market based on demographics and internet usage. Potential lessons learned from previous projects are also listed.
The document discusses competition in the food delivery market through a Porter's Five Forces analysis and SWOT analyses of various competitors. It then analyzes the market size using top-down estimates of total addressable market, serviceable addressable market, and serviceable obtainable market based on demographics and internet usage. Potential lessons learned from previous projects are also listed.
The document discusses various competitive advantages and strategies used by companies. It defines four types of competitive advantages based on costs and differentiation: costs leadership, differentiation advantage, focus advantage, and combination advantage. It also describes strategies used by different types of market players: market leaders look to constantly advance and defend their position; market challengers may use frontal attacks, flank attacks, or surrounding tactics; market followers look to imitate or adapt leaders' offerings; market nichers focus on defending a small market segment; and outsiders try strategies like harvesting, reorganizing, or integrating to improve their weak position. Specific examples are given of strategies used by companies like Nescafe, Odnoklassniki, and Bionor
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Presentation by Amos Omore to Conference on Climate Change Adaptation Strategies, Capacity Building and Agricultural Innovations to Improve Livelihoods in Eastern and Central Africa: Post-Copenhagen, Addis Ababa, Ethiopia, 7 – 9 June 2010
Marketing involves buyers and sellers exchanging goods and services. There are formal and informal markets. Approaches to marketing include niche, mass, and multi-segmented marketing. Promoting products involves telling people about products to convince them to buy. Promotion methods are advertisements, in-store promotions, direct mailing, trade fairs, and sponsorships. Markets perform the functions of exchange, product handling, and support such as financing and risk bearing. Price is determined by demand and supply factors. Marketing agricultural products faces challenges like seasonal fluctuations and perishability. Methods of marketing include free marketing, cooperative marketing, and controlled marketing. Legislation and entrepreneurship also impact agricultural marketing.
This document discusses considerations for international distribution and logistics. It covers selecting foreign intermediaries, distribution channels for business and consumer goods, using a company-owned sales force, differing patterns of retailing globally, implications for developing a distribution strategy, and effective systems for physical distribution of exports. Logistics approaches focus on customer service and using information technology to streamline operations.
This document discusses considerations for international distribution and logistics. It covers selecting foreign intermediaries, distribution channels for business and consumer goods, using a company-owned sales force, differing patterns of retailing globally, implications for developing a distribution strategy, and effective systems for physical distribution of exports. Logistics approaches focus on customer service and using information technology to streamline operations.
This document discusses the need for agricultural marketing reforms in Bihar, India. It notes that globalization and changing consumer preferences are transforming agricultural markets. A new approach is needed that shifts away from staple crops and focuses on the entire food chain from production to consumption. Public-private partnerships are proposed to improve access to technologies, markets, and address challenges like low productivity and infrastructure issues. Opportunities for partnerships include contract farming, value addition, and developing specialty crops. The roles of the public and private sectors need to be better defined to facilitate partnerships that can benefit farmers and promote agricultural development in Bihar.
This document discusses marketing competitiveness and the factors that determine a business's ability to compete effectively. It outlines different market structures from perfect competition to monopoly and explains how threats like new entrants, supplier power, buyer power, and existing rivals influence competitiveness. The document also provides strategies for improving competitiveness, such as developing barriers to entry through branding, supply chain control, and the threat of price wars. It emphasizes the importance of having a unique selling proposition and operating efficiently to deliver value and delight customers.
Wumart is a Chinese retailer that has adopted a regional strategy within China, focusing on areas where it has strong bargaining power and low costs. It leverages relationships with local governments and state-owned enterprises for protection and expansion. While it has strengths in areas like infrastructure and supply chain management, it also faces weaknesses from being regionally focused and uncertainties from China's political environment. Opportunities for growth include expanding to new regions and market segments, but it must address threats from changing competitive dynamics and stakeholder expectations. To sustain its advantage, Wumart relies on its strong corporate culture and political engagement capabilities.
The document summarizes the agenda and key topics for a stakeholders meeting, including:
1) An overview of the company's background in food processing since 1988, current infrastructure, operations, and industry they operate in.
2) A discussion of industry trends toward healthier, more convenient foods and the industry's projected growth.
3) An analysis of the company's strengths, weaknesses, opportunities, and threats, as well as recommendations regarding production expansion.
The document discusses factors that influence international pricing strategies, including company, market, and environmental considerations. It also outlines the stages of developing and implementing a pricing strategy, from analyzing influential factors to setting prices and managing fluctuations. Specific costs related to exports are examined, as well as strategies for pricing, objectives, and challenges of international pricing.
This document discusses competition analysis for food delivery services in Portugal. It analyzes competitors using Porter's Five Forces and SWOT analyses. It also segments the market and estimates total addressable market and serviceable available market sizes using top-down and keyword search traffic methods. Key lessons learned included understanding customer problems and solutions through hypothesis testing, thorough competitor analysis, customer segmentation, and accurate market sizing.
Similar to The Value Chain Approach to Economic Growth and Poverty Reduction (20)
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This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
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A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
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This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
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Integrating Growth and Poverty Reduction Economic growth is key to poverty reduction – David Dollar and Kraay “Growth is Good for the Poor” The question is – while growth is necessary for reducing poverty – by itself – it is insufficient In countries where the gap between the rich and the poor is great (most places where we work) and in countries that we would call fragile (starting at a very low level of income) – ECONOMIC GROWTH REDUCES POVERTY BUT NOT VERY EFFECTIVELY, EFFICIENTLY, OR SUSTAINABLY why would this be TO REDUCE POVERTY -MANY ARGUE – REQUIRES EFFORTS NOT ONLY TO GROW DEVELOPING ECONOMIES BUT ALSO TO LINK THE POOR TO GROWTH OPPORTUNITIES This is the focus of my presentation
Staley and Morse Modern Small Industry for Developing Countries 1964 But this is a static analysis; it helps identify where small firms can be competitive but not how they can increase their competitiveness
GUIDING QUESTIONS: Where do you see your products coming from? ( lead to information on INCREASED COMPETITION-INCREASED COMPETITIVENESS) Where are the markets? Where are your products going to? ( info. On end markets-consolidation of national and global retailers-supermarkets) horticulture-where are the major markets? –concentration on supermarkets in northern countries / emergence of supermarkets in emerging countries (eg, Uchumi, Nakomad in kenya supermarkets.) How is the structure of markets changing? ( concentration of retailers, coffee: continued concentration on global buyers; Since ’94, we see a lot of liberalization of markets in Africa, are we also seeing economic growth? ( or are we seeing more poverty?) Increased globalization leads to …increased competition betw. Industries and countries. In research, what we observe is that when there is economic growth, then there is absolute reduction in poverty. We also see that NOT all EG have the same impact on poverty. FACILITATION NOTES: Use a flipcharts-filter the comments to the above questions. Globalization Increased competition Economic growth results in poverty reduction
Historically firms have tended to compete against other firms in the same country; With globalization, industries in one country are competing against the same industry in another country. Consequently, firm- level competitiveness is no longer sufficient ; rather the market system that delivers a product from its inception to the consumer must be able to compete against market systems elsewhere. Market liberalization resulting from globalization shifts the competitiveness strategy from the firm to the industry. Overview: Globalization: - A reality -Both threat and opportunity for SMEs- Coordination and cooperation is more important than ever! Who is my competitor? Examples : Palestine horticulture ( Israeli subsidy, how can I beat them…it’s not only Israel who is your competitior, its Egypy, Morocco…) Kenya avocadoes ( good product but the it’s quality is not differentiated in end markets-on the other sirde, Philippines all the key stakeholders working together creating a brand with good quality control etc. They realized that they are in the same boat.) In a globalized economy, industry competitiveness and the value chain approach are critical to being able to sustain growth in efficiency, output and incomes , donors concerned about growth that reduces poverty must focus not only on the small and very small firms that the poor own and operate but also on the industries in which large numbers of the poor participate.
If our goal is promoting economic growth and creating wealth by sustainable linking small firms into productive markets, then our objectives are To increase the competitiveness of industries in which MSEs participate To increase MSE benefits from participation in these industries These are the questions that USAID, as part of the K&P research agenda under AMAP BDS IQC is attempting to answer
What is a value chain? A chain of value added activities and firms involved in taking a product from its inception to consumers Actors in the chain include producers, processors, exporters, importers, service providers – finance, sector specific, non-sector specific Where are small firms in value chains ? – even global or export chains? producers or suppliers to larger firms up the chain – Could be input suppliers – could be services providers could be traders, brokers, retailers or wholesalers or transporters – Links. IN THE 21ST CENTURY these chains have becoming increasingly complex – crossing international boundaries and made up of a network of linked firms This has increased attention to the coordination of all these firms in a chain to reduce transaction costs to improve rapidity of response to market demands to improve response to quality, quantity and on-time delivery demands of final buyers to improve efficiency of flows of money, product, information Supporting Markets – include finance and business services – serve to support the core product market Global and national enabling environment
The importance of the end market competitive strategy – TALK ABOUT RWANDA COFFEE Competition is created in three ways improving efficiency improving quality/uniqueness/product differentiation or taking advantage of changes in demand (e.g. specialty coffee) To compete, the VCs and their firms need to be able to get a product to market at lower price/greater efficiency, at better quality or in a more unique form, and by taking advantage of changes in consumer demand. Clearly the last two are easier for small firms – nonetheless, efficiency will always be important Example from McKinsey Report – product differentiation or changes in demand Coffee is and will remain a commodity. For many coffee farmers, the only way up is out. Coffee prices continue their steady decline, creating an economic and humanitarian disaster for many of the world's 25 million coffee farmers, whose production costs have exceeded revenues for four successive seasons. The take-away Producers of higher-quality beans should move into specialty coffee markets. The rest might be better off diversifying into other crops and into related businesses, such as tourism and light manufacturing.
International level – what are they WTO decisions, Free trade agreements, VC governance (rules set by private sector – e.g. EUREGAP) Examples: Kenya – the impact of Euregap on horticulture Morocco - the impact of free trade agreements on Morocco, the impact of the ending of the Lome Agreement in Kenya Value chain governance – sets rules for quantity, quality standards for whole industries National level Costs, though the regulatory burden and red tape, taxes, levels of corruption, infrastructure services, labor market regulation, and finance. Risks, through policy predictability, property rights, and contract enforcement. Barriers to competition, through regulations controlling startup and bankruptcy, competition law, and entry to finance and infrastructure markets. Example Brazil – taxes and impact on informality and cost of doing business and corruption Guatemala – export tariffs Haiti – port costs
Vertical linkages include: Access to markets Access to wholesalers Access to inputs Ask: How efficiently is the vertical chain transmitting products, information, money , etc. ??what about transferring skills and reducing transaction costs Examples : Importance of vertical linkages – Peruvian Brazil nut exports vs Bolivia, in Indonesia cocoa, in Haiti handicrafts commitment failure of suppliers information not provided (Indonesia) traders who don’t value quality The importance of horizontal linkages to: reducing the transaction costs of working with many small suppliers creating collective efficiencies – external economies Agglomeration strategies – key to competitiveness – key to efficiency could be an association could be a cooperative could be a broker cooperatives and associations are NOT always the best answer to agglomeration so much push in USAID for associations examples: JOBS Bangladesh – shoes (vertical w horizontal) group exporters group suppliers Kenya BDS India GMED links to ITC
Supporting markets include commercial sources of finance, value chain finance business services (technical assistance, product development, training), and inputs. To upgrade and be competitive, MSEs need access to supporting markets – not just for the period of a project but on a sustainable basis Key to the concept of support markets is the recognition that recurrent constraints in a value chain need to be addressed with commercial solutions and through markets not by unsustainable project interventions . Example: Cross-cutting = Legal, management, market information, business training, ICT vet services – Mercy Corps Azerbaijan agronomic services – in Albania – spraying of grapes Guatemalan craft industry – need for product design services Sector specific – provided by actors in the supply chain (by buyers or input suppliers) Finance Haitian artisans – value chain finance vs microfinance Uganda stockists – microfinance KenyaBDS – sprays and inputs provided by buyers
While we are interested in how the VALUE CHAIN works, it is still individual firms that take the risks and invest the capital to produce a product or service. e.g. Their ability and willingness/ incentives for upgrading are key to improving competitiveness. WHAT IS involved in firm-level UPGRADING ? (what about chain-level upgrading?) Improving products (design, quality, uniqueness) Improving process Specializing in new functions Moving into new market channels WHAT DOES UPGRADING require ? Access to supporting markets Access to learning , know how, skills, information Incentives – risks, low expected returns create disincentives for upgrading
The relationships between buyers and sellers in a value chain can be characterized by a bundle of attributes including: Financial flows Trust Services Products Timing of product flows.
“ SH” = Smallholders “ HVEV” = High value export vegetables Notes on Factor #1: Low level of mechanization and high labor input make HVEV better suited for smallholder farms, which are labor-intensive (rather than land or capital intensive) Production of HVEV on large tracts is not cost-effective due to high labor supervision costs and need for multiple supervisory levels Notes on Factor #2: There are approx. one million smallholders currently producing vegetables for commercial purposes. Many of these smallholders live in areas where high value export vegetables can be grown. Rough estimate of one million is based on the following information: Of about 5 million rural households, 1 million are pastoralists and 4 million are crop farmers. About 25 percent of crop farmers, or 1 million households, plant vegetables for the purpose of selling them. Notes on Factor #3: Tanzania has plentiful soil and water for growing these vegetables. Appropriate agro-climatic zones can be found in the northern and southern highlands, including areas near Arusha, Moshi, Lushoto, Morogoro, and (possibly) Iringa. These regions are served by good quality trunk roads, which is an additional advantage. This argument could be supported with national data indicating regions with the combination of higher altitude/cooler temperatures, good soils, and sufficient rainfall or mountain stream runoff. Notes on Factor #4: Farmers and extension agronomists interviewed for study indicated that it takes no more than two growing cycles for farmers to learn how to cultivate new vegetable varieties. Draw from survey data to provide evidence of smallholders’ preference/eagerness to export smallholders’ ability to grow new types of vegetables (product upgrading) smallholders’ willingness to work in groups to lower transaction costs
“ SH” = Smallholders “ HVEV” = High value export vegetables iche Notes on Factor #1: Food safety and compliance with sanitary and phytosanitary standards is essential prerequisite for export. Costs of GlobalGAP certification include high initial investment costs, plus annual maintenance and certification renewal costs (estimated annual costs: USD $1,500 to USD $5,000 per farm). Because of relatively small scale of their revenues, smallholders have difficulty absorbing these costs and remaining profitable in short-run. The survey indicates that SH knowledge of “Good Agricultural Practices” is EXTREMELY limited. Notes on Factor #2: Current export of HVEV from Tanzania is very low, with only 2 exporting firms (include recent export statistics) Notes on Factor #3: There is only 1 daily international passenger flight from Arusha-Moshi airport. Cut flowers receive first priority for the limited cargo space available on this passenger plane. By contrast, note that m odern cold storage facilities are available at airports in Arusha-Moshi, Dar Es Salaam, and Nairobi
Should add a few more Tanzania related findings such as infrastructure conditions, ability to learn new farming practices etc etc
Based on 7 responses: 2 UK, 4 Holland, 1 anonymous; Clive Lawrance, Kees Rijnhout, Piet Schotel, Harry Vervelde, Piet Voskamp, Rob Hooper, and one anonymous.
Together, these two charts help to illustrate that Tanzania is closer to being competitive in the two most important areas (safety standards and quality) but is much less competitive in the next two decision criteria of highest importance (price and on-time delivery).
Leave this up on the screen while questions are being asked.