This document provides an overview and framework for understanding how global drivers influence river basins and water, food, and development systems. It discusses 10 basin focal projects that examined these interlinked systems. While individual ecosystem services are understood to some degree, the complex interactions between societies and ecosystem services as development occurs represents both opportunities and risks. The framework aims to organize information on global drivers, identify how basins may respond to drivers through scenarios and learning, and relate responses to system resilience. The workshop aims to expand on concepts and scenarios to understand how global drivers can inform the Challenge Program on Water and Food.
Keynote presentation at the International High Level Dialogue on Bridging Land- and Water Management for enabling agribusiness development and Green Economic Growth
24 April 2012 – Wageningen – the Netherlands
1. Fish stocks are likely under-estimated, even in major river basins like the Mekong.
2. Capture fisheries can provide important support to local livelihoods and food security, especially where fish are integrated into mixed crop-livestock systems.
3. As water demands increase due to population growth and development, the productivity and sustainability of capture fisheries may decline due to changes in water flows from dams and other infrastructure. Aquaculture may be better able to meet growing demand.
The document discusses multinational corporations (MNCs) and globalization. It notes that MNCs vary in size, industry, international business scope, locations of production, ownership structures, and organizational models. Trends seen include growing foreign direct investment globally and in the UK specifically from 1986-2002. The document also examines strategies for MNC expansion, how the product lifecycle influences going multinational, challenges MNCs face, impacts of MNC investment on host states, and debates around the costs and benefits of globalization.
This document outlines 10 steps and drivers for expansion success in AIESEC. It provides actions and indicators for each driver:
1. Utilize online platforms and physical channels to increase recruitment for exchange programs. Monitor social media engagement and website recruitment.
2. Ensure financial sustainability through targeted exchange programs like OGCDP to generate operational revenue. Track revenue sources and program growth.
3. Position AIESEC externally through quality experiences to increase referrals, media appearances, and partnerships.
4. Promote the country brand globally to increase network visibility and cooperation. Track conference attendance and social media engagement.
5. Start operations bottom-up by establishing local functions and fast-tracked leadership experiences before
Capital Enterprise Presentation at Show Me the Money London 2015 #TMUMoneyTechMeetups
This document provides information on financing a tech startup, including advice on raising funds. It discusses the different stages of startup funding, from using personal funds to seed rounds to later rounds. It lists sources of funding at different stages, such as grants, angel investors, crowdfunding platforms, SEIS funds, venture capital firms, and strategic investors. It also provides tips on determining when a startup is ready to raise funds and on creating an effective pitch deck.
Global Strategy Country Selection Finalguest363d86
The document outlines a six-step process for selecting countries for global expansion:
1. Build a list of sub-factors from three overall factors: stand-alone appeal, synergy potential, and global strategic importance.
2. Allocate weights to each sub-factor and pinpoint countries to analyze.
3. Rate each country on each sub-factor and arrive at a total score by combining weights and ratings.
4. Determine country risk by adjusting the total score.
This document summarizes key concepts around global strategy presented by Prof. Kao Kveng Hong. It discusses reasons why companies go global, possibilities and challenges for companies in emerging markets, and the trend toward reverse innovation. It also covers globalization strategies for small and medium enterprises, including developing niche global leadership and exploring foreign customers through online marketing and trade exhibitions. The role of top management in sustainable global growth is also addressed.
This document provides an agenda and overview for a seminar on international business and global strategy. It discusses Walmart as a case study. The agenda includes presentations by student groups on Walmart's strategy and competitive advantages, both domestically and internationally. It outlines discussions of Walmart's expansion to China and whether it can transfer its US business model. The document also previews a video interview with the Walmart CEO and plans for a final student project analyzing a company's potential international expansion to a selected country.
Keynote presentation at the International High Level Dialogue on Bridging Land- and Water Management for enabling agribusiness development and Green Economic Growth
24 April 2012 – Wageningen – the Netherlands
1. Fish stocks are likely under-estimated, even in major river basins like the Mekong.
2. Capture fisheries can provide important support to local livelihoods and food security, especially where fish are integrated into mixed crop-livestock systems.
3. As water demands increase due to population growth and development, the productivity and sustainability of capture fisheries may decline due to changes in water flows from dams and other infrastructure. Aquaculture may be better able to meet growing demand.
The document discusses multinational corporations (MNCs) and globalization. It notes that MNCs vary in size, industry, international business scope, locations of production, ownership structures, and organizational models. Trends seen include growing foreign direct investment globally and in the UK specifically from 1986-2002. The document also examines strategies for MNC expansion, how the product lifecycle influences going multinational, challenges MNCs face, impacts of MNC investment on host states, and debates around the costs and benefits of globalization.
This document outlines 10 steps and drivers for expansion success in AIESEC. It provides actions and indicators for each driver:
1. Utilize online platforms and physical channels to increase recruitment for exchange programs. Monitor social media engagement and website recruitment.
2. Ensure financial sustainability through targeted exchange programs like OGCDP to generate operational revenue. Track revenue sources and program growth.
3. Position AIESEC externally through quality experiences to increase referrals, media appearances, and partnerships.
4. Promote the country brand globally to increase network visibility and cooperation. Track conference attendance and social media engagement.
5. Start operations bottom-up by establishing local functions and fast-tracked leadership experiences before
Capital Enterprise Presentation at Show Me the Money London 2015 #TMUMoneyTechMeetups
This document provides information on financing a tech startup, including advice on raising funds. It discusses the different stages of startup funding, from using personal funds to seed rounds to later rounds. It lists sources of funding at different stages, such as grants, angel investors, crowdfunding platforms, SEIS funds, venture capital firms, and strategic investors. It also provides tips on determining when a startup is ready to raise funds and on creating an effective pitch deck.
Global Strategy Country Selection Finalguest363d86
The document outlines a six-step process for selecting countries for global expansion:
1. Build a list of sub-factors from three overall factors: stand-alone appeal, synergy potential, and global strategic importance.
2. Allocate weights to each sub-factor and pinpoint countries to analyze.
3. Rate each country on each sub-factor and arrive at a total score by combining weights and ratings.
4. Determine country risk by adjusting the total score.
This document summarizes key concepts around global strategy presented by Prof. Kao Kveng Hong. It discusses reasons why companies go global, possibilities and challenges for companies in emerging markets, and the trend toward reverse innovation. It also covers globalization strategies for small and medium enterprises, including developing niche global leadership and exploring foreign customers through online marketing and trade exhibitions. The role of top management in sustainable global growth is also addressed.
This document provides an agenda and overview for a seminar on international business and global strategy. It discusses Walmart as a case study. The agenda includes presentations by student groups on Walmart's strategy and competitive advantages, both domestically and internationally. It outlines discussions of Walmart's expansion to China and whether it can transfer its US business model. The document also previews a video interview with the Walmart CEO and plans for a final student project analyzing a company's potential international expansion to a selected country.
Global Strategy, centralization-decentralization debate part ii only[cvg 08]Fan DiFu, Ph.D. (Steve)
- Global firms face contradictory forces of needing global rationalization for scale and scope economies versus needing local responsiveness to market differences.
- Popular strategic approaches include global firms that standardize products for scale or multi-domestic firms that tailor products locally.
- Organizational structure should facilitate the chosen strategy, whether it be integrated globally, regionally decentralized, or multi-domestic/locally decentralized.
- Successful global firms coordinate worldwide strategy, have a global organization, manage cash flows globally, allocate resources globally, focus on core competencies, and transfer learning globally.
This document summarizes research on climate change adaptation in the Andes region. It discusses a translational research approach that systematically engages local decision makers. Research was conducted in communities in the Altiplano region of Bolivia on perceptions of climate risks, levels of control, and household resilience factors. It finds high perceptions of risk from events like frosts and droughts. Feelings of control over these events are low. Access to land, diversification, social networks and livestock contribute to household resilience, while loss of soil moisture and higher temperatures are projected with climate change.
The document provides an overview and analysis of BBC Worldwide's (BBC WW) global strategy. It includes a history of the BBC and BBC WW, an industry and SWOT analysis, financial analysis of BBC WW divisions, identification of critical success factors, alternative strategies, and recommendations. Key points discussed are limited revenues and brand awareness internationally for BBC WW, perceived as only a news provider, and the need to increase brand awareness and penetration in key overseas markets like the US.
The document discusses strategies for global expansion, including adapting products to local markets, standardizing products across markets, and taking advantage of differences between markets. It outlines factors like political, technological, economic, social, and legal conditions that vary globally. The "three A's" framework is presented: adaptation, aggregation, and arbitrage. The document also discusses when to use local partnerships versus owning activities, and a model for identifying opportunities in emerging markets. It emphasizes the importance of customer focus and cultural fit for global success.
About six months ago, I mentioned the importance of globalization to the world's economy. But, how does a company form a business strategy in the current environment? Have a look at the attached. Toward the end of the presentation are specific strategies to take. I hope it generates some business ideas to explore.
Motorola started in 1928 as Galvin Manufacturing Corporation, making battery eliminators. It adopted the name Motorola when it began making car radios in 1930. Today it has over $40 billion in global sales and 130,000 employees worldwide. It produces wireless devices, semiconductors, embedded systems, and automotive/industrial electronics. In the 1980s, Motorola dominated the US mobile phone and pager market but grew complacent against Japanese competitors. It is now implementing strategies like Six Sigma and total cycle time reduction to regain competitiveness globally.
Facebook's global strategy involves standardizing its social media platform to provide a uniform user experience worldwide, while also customizing locally for different regions and their needs. It pursues strategic alliances and acquisitions to gain new capabilities, expand into new markets, and maintain its competitive advantages. Going forward, Facebook will need to continue evolving its strategies to address challenges like regulatory issues and long-term sustainability, while shifting towards innovative new technologies and markets to support future growth.
DLF is India's largest real estate company with a vision to become the world's most valuable real estate company. It operates across six business lines - development, annuity, hotels, and others. The real estate industry in India is highly attractive due to strong growth and profitability. DLF has strong brand value and access to finance, though its distribution network and R&D performance could be improved. As a leader in a growing industry, DLF's strategy is to seek dominance, grow, maximize investment, and defend its position while identifying and building upon strengths and weaknesses.
This document provides an overview of international business global strategy and uses Walmart as a case study. It defines international business global strategy as an organization's guide to globalization that is appropriate for industries facing strong cost pressures but weak responsiveness needs. It then discusses Walmart's history and growth, business model, strengths, weaknesses, financial data, global strategies including related diversification and emphasis on cost and quality, and challenges in its international strategies.
The Global Strategy and Teamwork for Periodontal Health and Overall Health - ...fdiworlddental
This document discusses strategies for improving global periodontal health through prevention and teamwork. It begins by outlining the large global burden of oral diseases like periodontitis. It then discusses preventive strategies like oral health education, controlling inflammation, and promoting healthy lifestyles. The role of dentists is expanding to include screening for diseases like diabetes. Improved awareness, policies integrating oral and general health, and multidisciplinary collaboration can help reduce the burden of periodontal disease worldwide.
The document discusses global strategies and how companies can globalize. It defines a global strategy as treating the world as a single market by standardizing products across countries. A multi-domestic strategy involves customizing products for each local market. Sources of competitive advantage from a global strategy include economies of scale, exploiting differences in resources between countries, and strategic flexibility. The document also discusses types of global strategies like foreign direct investment, joint ventures, contractual agreements, and licensing.
WalMart's Global Strategies. This Power Point Presentation was prepared for MGT 340 Class at Pace University.
This Presentation will help you answer the following questions:
What was Walmart’s early global expansion strategy? Why did it choose to first enter Mexico and Canada rather expand into Europe and Asia?
What cultural problems did Walmart face in some of the international markets it entered? Which early strategies succeeded and which failed? Why? What lessons did it learn from its experience in Germany and Japan?
How would you characterize Walmart’s Latin American strategy? What countries were targeted as part of this strategy? What potential does this region brings to Walmart’s future global expansion? What cultural challenges and opportunities has Walmart faced in Latin America?
What group of countries will be targeted for Walmart’s future growth? What are the attractiveness and risk profiles of these countries? What regions of the world do you think will be vital for Walmart’s future global expansion?
LG Electronics: Global Strategy in Emerging Markets (Case Analysis)Kaziranga University.
This document discusses LG Electronics' global strategy in emerging markets. It summarizes LG's localization strategies in Brazil, India, Russia, and China. In Brazil, LG focused on expanding production despite currency instability. In India, LG customized products for local needs and tapped lower economic segments. In Russia, LG heavily invested despite economic crises and used local branding. In China, LG localized production to serve global markets and hired mostly local staff.
Alibaba Group aims to be a pioneer in global commerce by building future infrastructure through its unique team. Its mission is to make commerce easy anywhere by operating leading online marketplaces and providing supporting technology and services. Its strategy is to connect global suppliers and buyers to become the world's largest online marketplace in terms of turnover within five years. It analyzes strengths like its leading position and brand popularity against weaknesses like an imitable business model in a SWOT analysis to guide its strategy.
LG Electronics is a South Korean electronics company founded in 1958. It has a wide range of products including mobile phones, TVs, appliances, and air conditioners. LG has manufacturing facilities in India and a large distribution network in over 110 countries. It focuses on innovation, localization of products for Indian consumers, and competitive pricing to maintain its leading position in key product categories in India such as refrigerators, TVs, and air conditioners.
The document outlines steps for developing a global strategy and discusses what global strategy is. It describes global strategy levers such as standardized products and uniform marketing. Benefits include cost reductions and increased customer preference, while drawbacks include overcommitment and reduced localization. Industry drivers for globalization are listed as market forces like global customers, cost factors like economies of scale, governmental drivers like trade policies, and competitive forces like globalized competitors. The document notes that more than one global strategy is viable depending on industry drivers and a company's position.
Globalization refers to the increasing flow of goods, services, capital, people, information and ideas across national borders. It has led to nearly $23 trillion in annual imports and exports and influences many aspects of daily life through products from various countries. However, globalization also raises issues such as the use of sweatshops with poor working conditions and low pay as well as increasing global inequality between rich and poor nations. [END SUMMARY]
Globalization refers to the increasing interconnectedness of economies and societies around the world through trade and information sharing. There are three main types - economic, social, and political. Key drivers of globalization include improved communications like the internet, improved transportation infrastructure, free trade agreements, global banking, and the growth of multinational corporations. The effects of globalization include a changed global food supply, increased outsourcing and less job security in some countries, potential environmental damage from increased trade and transport, homogenization of cultures, and a rise in anti-globalization protests.
Heineken is one of the world's leading beer brands with over 130 years of history. It aims to grow sustainably through innovation, efficiency, and focus on markets it can win. It faces challenges from industry maturation and consolidation. Heineken can grow in the US by increasing advertising of brands like Tecate and Dos Equis to young and Hispanic drinkers. Developing lower calorie beers also taps into growing consumer interests. Global expansion through acquisitions maintains competitiveness.
By Asad Sarwar Qureshi, Samina Yasmin, Nikar C. Holader, Timothy J. Krupnik
Revitalizing the Ganges Coastal Zone Conference
21-23 October 2014, Dhaka, Bangladesh
http://waterandfood.org/ganges-conference/
By J. Bhattacharya, M.K. Mondal, E. Humphreys, M.H. Rashid, P.L.C. Paul, S.P. Ritu
Revitalizing the Ganges Coastal Zone Conference
21-23 October 2014, Dhaka, Bangladesh
http://waterandfood.org/ganges-conference/
Global Strategy, centralization-decentralization debate part ii only[cvg 08]Fan DiFu, Ph.D. (Steve)
- Global firms face contradictory forces of needing global rationalization for scale and scope economies versus needing local responsiveness to market differences.
- Popular strategic approaches include global firms that standardize products for scale or multi-domestic firms that tailor products locally.
- Organizational structure should facilitate the chosen strategy, whether it be integrated globally, regionally decentralized, or multi-domestic/locally decentralized.
- Successful global firms coordinate worldwide strategy, have a global organization, manage cash flows globally, allocate resources globally, focus on core competencies, and transfer learning globally.
This document summarizes research on climate change adaptation in the Andes region. It discusses a translational research approach that systematically engages local decision makers. Research was conducted in communities in the Altiplano region of Bolivia on perceptions of climate risks, levels of control, and household resilience factors. It finds high perceptions of risk from events like frosts and droughts. Feelings of control over these events are low. Access to land, diversification, social networks and livestock contribute to household resilience, while loss of soil moisture and higher temperatures are projected with climate change.
The document provides an overview and analysis of BBC Worldwide's (BBC WW) global strategy. It includes a history of the BBC and BBC WW, an industry and SWOT analysis, financial analysis of BBC WW divisions, identification of critical success factors, alternative strategies, and recommendations. Key points discussed are limited revenues and brand awareness internationally for BBC WW, perceived as only a news provider, and the need to increase brand awareness and penetration in key overseas markets like the US.
The document discusses strategies for global expansion, including adapting products to local markets, standardizing products across markets, and taking advantage of differences between markets. It outlines factors like political, technological, economic, social, and legal conditions that vary globally. The "three A's" framework is presented: adaptation, aggregation, and arbitrage. The document also discusses when to use local partnerships versus owning activities, and a model for identifying opportunities in emerging markets. It emphasizes the importance of customer focus and cultural fit for global success.
About six months ago, I mentioned the importance of globalization to the world's economy. But, how does a company form a business strategy in the current environment? Have a look at the attached. Toward the end of the presentation are specific strategies to take. I hope it generates some business ideas to explore.
Motorola started in 1928 as Galvin Manufacturing Corporation, making battery eliminators. It adopted the name Motorola when it began making car radios in 1930. Today it has over $40 billion in global sales and 130,000 employees worldwide. It produces wireless devices, semiconductors, embedded systems, and automotive/industrial electronics. In the 1980s, Motorola dominated the US mobile phone and pager market but grew complacent against Japanese competitors. It is now implementing strategies like Six Sigma and total cycle time reduction to regain competitiveness globally.
Facebook's global strategy involves standardizing its social media platform to provide a uniform user experience worldwide, while also customizing locally for different regions and their needs. It pursues strategic alliances and acquisitions to gain new capabilities, expand into new markets, and maintain its competitive advantages. Going forward, Facebook will need to continue evolving its strategies to address challenges like regulatory issues and long-term sustainability, while shifting towards innovative new technologies and markets to support future growth.
DLF is India's largest real estate company with a vision to become the world's most valuable real estate company. It operates across six business lines - development, annuity, hotels, and others. The real estate industry in India is highly attractive due to strong growth and profitability. DLF has strong brand value and access to finance, though its distribution network and R&D performance could be improved. As a leader in a growing industry, DLF's strategy is to seek dominance, grow, maximize investment, and defend its position while identifying and building upon strengths and weaknesses.
This document provides an overview of international business global strategy and uses Walmart as a case study. It defines international business global strategy as an organization's guide to globalization that is appropriate for industries facing strong cost pressures but weak responsiveness needs. It then discusses Walmart's history and growth, business model, strengths, weaknesses, financial data, global strategies including related diversification and emphasis on cost and quality, and challenges in its international strategies.
The Global Strategy and Teamwork for Periodontal Health and Overall Health - ...fdiworlddental
This document discusses strategies for improving global periodontal health through prevention and teamwork. It begins by outlining the large global burden of oral diseases like periodontitis. It then discusses preventive strategies like oral health education, controlling inflammation, and promoting healthy lifestyles. The role of dentists is expanding to include screening for diseases like diabetes. Improved awareness, policies integrating oral and general health, and multidisciplinary collaboration can help reduce the burden of periodontal disease worldwide.
The document discusses global strategies and how companies can globalize. It defines a global strategy as treating the world as a single market by standardizing products across countries. A multi-domestic strategy involves customizing products for each local market. Sources of competitive advantage from a global strategy include economies of scale, exploiting differences in resources between countries, and strategic flexibility. The document also discusses types of global strategies like foreign direct investment, joint ventures, contractual agreements, and licensing.
WalMart's Global Strategies. This Power Point Presentation was prepared for MGT 340 Class at Pace University.
This Presentation will help you answer the following questions:
What was Walmart’s early global expansion strategy? Why did it choose to first enter Mexico and Canada rather expand into Europe and Asia?
What cultural problems did Walmart face in some of the international markets it entered? Which early strategies succeeded and which failed? Why? What lessons did it learn from its experience in Germany and Japan?
How would you characterize Walmart’s Latin American strategy? What countries were targeted as part of this strategy? What potential does this region brings to Walmart’s future global expansion? What cultural challenges and opportunities has Walmart faced in Latin America?
What group of countries will be targeted for Walmart’s future growth? What are the attractiveness and risk profiles of these countries? What regions of the world do you think will be vital for Walmart’s future global expansion?
LG Electronics: Global Strategy in Emerging Markets (Case Analysis)Kaziranga University.
This document discusses LG Electronics' global strategy in emerging markets. It summarizes LG's localization strategies in Brazil, India, Russia, and China. In Brazil, LG focused on expanding production despite currency instability. In India, LG customized products for local needs and tapped lower economic segments. In Russia, LG heavily invested despite economic crises and used local branding. In China, LG localized production to serve global markets and hired mostly local staff.
Alibaba Group aims to be a pioneer in global commerce by building future infrastructure through its unique team. Its mission is to make commerce easy anywhere by operating leading online marketplaces and providing supporting technology and services. Its strategy is to connect global suppliers and buyers to become the world's largest online marketplace in terms of turnover within five years. It analyzes strengths like its leading position and brand popularity against weaknesses like an imitable business model in a SWOT analysis to guide its strategy.
LG Electronics is a South Korean electronics company founded in 1958. It has a wide range of products including mobile phones, TVs, appliances, and air conditioners. LG has manufacturing facilities in India and a large distribution network in over 110 countries. It focuses on innovation, localization of products for Indian consumers, and competitive pricing to maintain its leading position in key product categories in India such as refrigerators, TVs, and air conditioners.
The document outlines steps for developing a global strategy and discusses what global strategy is. It describes global strategy levers such as standardized products and uniform marketing. Benefits include cost reductions and increased customer preference, while drawbacks include overcommitment and reduced localization. Industry drivers for globalization are listed as market forces like global customers, cost factors like economies of scale, governmental drivers like trade policies, and competitive forces like globalized competitors. The document notes that more than one global strategy is viable depending on industry drivers and a company's position.
Globalization refers to the increasing flow of goods, services, capital, people, information and ideas across national borders. It has led to nearly $23 trillion in annual imports and exports and influences many aspects of daily life through products from various countries. However, globalization also raises issues such as the use of sweatshops with poor working conditions and low pay as well as increasing global inequality between rich and poor nations. [END SUMMARY]
Globalization refers to the increasing interconnectedness of economies and societies around the world through trade and information sharing. There are three main types - economic, social, and political. Key drivers of globalization include improved communications like the internet, improved transportation infrastructure, free trade agreements, global banking, and the growth of multinational corporations. The effects of globalization include a changed global food supply, increased outsourcing and less job security in some countries, potential environmental damage from increased trade and transport, homogenization of cultures, and a rise in anti-globalization protests.
Heineken is one of the world's leading beer brands with over 130 years of history. It aims to grow sustainably through innovation, efficiency, and focus on markets it can win. It faces challenges from industry maturation and consolidation. Heineken can grow in the US by increasing advertising of brands like Tecate and Dos Equis to young and Hispanic drinkers. Developing lower calorie beers also taps into growing consumer interests. Global expansion through acquisitions maintains competitiveness.
By Asad Sarwar Qureshi, Samina Yasmin, Nikar C. Holader, Timothy J. Krupnik
Revitalizing the Ganges Coastal Zone Conference
21-23 October 2014, Dhaka, Bangladesh
http://waterandfood.org/ganges-conference/
By J. Bhattacharya, M.K. Mondal, E. Humphreys, M.H. Rashid, P.L.C. Paul, S.P. Ritu
Revitalizing the Ganges Coastal Zone Conference
21-23 October 2014, Dhaka, Bangladesh
http://waterandfood.org/ganges-conference/
By M. Maniruzzaman, J.C. Bisawas, M.A.I. Khan, G.W. Sarker, S.S. Haque, J.K. Biswas, M.H. Sarker, M.A. Rashid, N.U. Sekhar, A. Nemes, S. Xenarios, J. Deelstra
Revitalizing the Ganges Coastal Zone Conference
21-23 October 2014, Dhaka, Bangladesh
http://waterandfood.org/ganges-conference/
1) The study evaluated the feasibility of growing three rice crops per year in the coastal zones of Bangladesh where fresh water is available year-round.
2) The study tested different establishment dates for aus and aman rice varieties as well as sowing dates for boro rice. It found that growing three rice crops per year is possible and can yield 13.4 to 17.2 tons per hectare per year.
3) The study recommends further evaluating the system over a range of weather conditions and developing ecologically friendly management practices to address potential increases in pests and diseases from triple rice cropping.
By M. Harunur Rashid, Faruk Hossain, Deb Kumar Nath, Parimal Chandra Sarker, AKM Ferdous, Timothy Russel
Revitalizing the Ganges Coastal Zone Conference
21-23 October 2014, Dhaka, Bangladesh
http://waterandfood.org/ganges-conference/
By Camelia Dewan, Marie-Charlotte Buisson and Aditi Mukherji
Revitalizing the Ganges Coastal Zone Conference
21-23 October 2014, Dhaka, Bangladesh
http://waterandfood.org/ganges-conference/
The document discusses using innovation platforms to improve goat markets and farming systems in Zimbabwe. Key points:
- Innovation platforms bring together farmers, traders, processors, researchers and others to identify challenges and opportunities to improve goat production and marketing.
- Objectives are to improve market efficiency, reduce transaction costs, promote productivity-increasing technologies, and build local innovation capacity.
- Results included dramatically reduced goat mortality rates (from 25% to under 10%), higher prices for farmers, and investments in improved feeding and health practices.
- Other actors like NGOs and the government also increased support like building sale pens and improving veterinary services. The approach transformed the system from crop-focused to more livestock-focused and
By Urs Schulthess, Timothy J. Krupnik, Zia Uddin Ahmed, Andy J. McDonald
Revitalizing the Ganges Coastal Zone Conference
21-23 October 2014, Dhaka, Bangladesh
http://waterandfood.org/ganges-conference/
By Parvesh Kr Chandna, Andy Nelson, Zahirul Khan, Moqbul Hossain, Sohel Rana, Fazlur Rashid, M. Mondal, T.P. Tuong
Revitalizing the Ganges Coastal Zone Conference
21-23 October 2014, Dhaka, Bangladesh
http://waterandfood.org/ganges-conference/
By Parvesh Kumar Chandna, Andy Nelson, Sohel Rana, Marie-Charlotte Buisson, Sam Mohanty, Nazneed Sultana, Deepak Sethi, T.P. Tuong
Revitalizing the Ganges Coastal Zone Conference
21-23 October 2014, Dhaka, Bangladesh
http://waterandfood.org/ganges-conference/
By Asad Sarwar Qureshi, Samina Yasmin, Nikar C. Howlader, Timothy J. Krupnik
Revitalizing the Ganges Coastal Zone Conference
21-23 October 2014, Dhaka, Bangladesh
http://waterandfood.org/ganges-conference/
By Dr. Md. Ataur Rahman (Wheat Research Centre, BARI)
Revitalizing the Ganges Coastal Zone Conference
21-23 October 2014, Dhaka, Bangladesh
http://waterandfood.org/ganges-conference/
By Sanjida P. Ritu, M.K. Mondal, T.P. Tuong, S.U. Talukdar, E. Humphreys
Revitalizing the Ganges Coastal Zone Conference
21-23 October 2014, Dhaka, Bangladesh
http://waterandfood.org/ganges-conference/
By Kazi Ahmed Kabir, S.B. Saha, Manjurul Karim, Craig A. Meisner, Michael J. Phillips
Revitalizing the Ganges Coastal Zone Conference
21-23 October 2014, Dhaka, Bangladesh
http://waterandfood.org/ganges-conference/
By S.B. Saha, K.A. Kabir, M.K. Mondal, M. Karim, P.L.C. Paul, M. Phillips, E. Humphreys, T.P. Tuong
Revitalizing the Ganges Coastal Zone Conference
21-23 October 2014, Dhaka, Bangladesh
http://waterandfood.org/ganges-conference/
BRAC aims to increase agricultural and aquacultural productivity in coastal Bangladesh through several strategies. These include converting single cropping areas to double or triple cropping, introducing short-duration rice varieties, stress-tolerant crops and fish varieties, and integrating fish/prawn-rice-vegetable systems in ghers. Technologies are disseminated to over 55,000 farmers across 59 upazilas. Hybrid rice varieties yield up to 9.5 tons/hectare. Integrated ghers provide net profits from 172,558-416,975 taka/hectare. Aquaculture in floodplains involves 257 farmers utilizing 73 acres in 2013, yielding an average 795 kg/hect
By Subhra Bikash Bhattacharyya, Tapas Kumar Ghoshal, Jitendra Kumar Sundaray (Central Institute of Brackishwater Aquaculture, India)
Revitalizing the Ganges Coastal Zone Conference
21-23 October 2014, Dhaka, Bangladesh
http://waterandfood.org/ganges-conference/
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4. The basin focal projects
• A global picture in 10 basins, LAC (2), Africa(4)
and Asia(4)
• Diverse conditions
– Biophysical, economic, political
• 10 teams, multi-disciplinary
• Started looking for water poverty
– …ended up defining inter-related systems of
water, food and development
5. Simple story:
• River basins provide a diversity of ecosystem services:
– provisioning regulating…
• Most of these are understood individually, to a degree
– Food systems, hydrology, environmental
flows, aquaculture….
• Societies exploit these ES as they develop
– Appropriate, invest, exchange, ruin…
• …development is influenced BY ESs …development
modifies ESs.
• This represents opportunities and risks
14. But no simple link of water with poverty
5,000
4,000 Bangladesh
Bolivia
Brazil
3,000
GNI ($US/cap)
Burkina Faso
China
Colombia
2,000 Egypt, Arab Rep.
Ethiopia
India
1,000 Thailand
Vietnam
World
0
0.00E+00 2.00E-05 4.00E-05 6.00E-05 8.00E-05 1.00E-04
Water availability (km3/cap)
15. …even in very dry areas
5,000
4,000
Bangladesh
Bolivia
Brazil
3,000
GNI ($US/cap)
Burkina Faso
China
Colombia
2,000 Egypt, Arab Rep.
Ethiopia
India
1,000 Thailand
Vietnam
World
0
0.00E+00 1.00E-06 2.00E-06 3.00E-06 4.00E-06 5.00E-06
Water availability (km3/cap)
16. 2 Water productivity very low over
most areas
Wpr (estimated potential)
YR
IGB
Mekong
Nile
Limpopo
Volta Niger
17. 3 Institutions are key
Sao Francisco basin
2 worlds..haves and have-nots
20. 4 Basins move along a development
trajectory
Niger
Agriculture as % of GDP
Volta
Nile
Limpopo IGB
Mekong
Karkheh
Yellow
Andes
São Francisco
Income
Rural poverty
21. …so the major issues vary according to position [as well as
ecosystem entitlements]
Niger
Agriculture only
Agriculture as % of GDP
Extreme poverty
Low WR development (no irrigation)
Volta
Complex LLH support
(Livestock and fish Nile dominate)
may
Limpopo IGB
Some sectors moving
Pressure on others
Agriculture ‘left behind?’
Mekong
Yellow Increased vulnerability
Karkheh
Markets very active
Rural poor in pockets
Andes
Improved potential Sao Fran
for
ecosystem services
Rural poverty
23. Agriculture
contribution to GDP
(%) ... Opportunities
Basics need
Meeting urgent
demand growth Emerging need for
sustainability
Increasing Role for
Institutions Providing basics Big invest in agric.
Protecting existing support Resource-sharing & protection Benefit-sharing (trading)
Invest in agricultural basics Developing pathways out of Demand management
farming Supply-chain management
Gross National Income
24. A look at some of the drivers:
General economic growth
80
Burkina Faso
General
70 Ethiopia and direction Bangladesh
Contribution of agriculture to GDP growth (%)
Burkina Faso
in agricultural
Bolivia
60 phase of Brazil
development
India
50 Ethiopia
India and
Bangladesh
40 transitioning
to higher
value
30 activities
Brazil strong growth in the 60’s
and in recent years to emerge as
20 an industrial economy
Bolivia emerging
10 slowly after
decades of low
0
0 500 1,000 1,500 2,000 2,500 3,000 3,500 4,000 4,500
Per capita GNI (US$)
27. GCC Crop Impacts for African Countries PRELIMINARY RESULTS
15.00
GCC
10.00 Major new
uncertainty
5.00
Oats
0.00
Potato
Ethiopia Kenya Niger Senegal
Bean, Common
Crop Loss/Gain
Wheat, common
-5.00
Barley
Maize
Cacao
-10.00
Sorghum (low altitude)
Perennial soybean
-15.00
-20.00
-25.00
Countries From Ramirez et
al, 2011
30. Rationale: why define global drivers?
3 good reasons to study GDs 3 good reasons not to
• Widespread influence • Uncertain relevance
– helps understand global – “Does it really matter to the
importance of what is known BDC?”
in basins • Additional complexity
• GDs influence BDCs – Some models seem to have a
– Reduce some uncertainty life of their own
• Changes in BDCs may • Difficult to combine
represent responses of multiple concepts
regional / global importance – Quant/qual…mutliple
– Is PES a ‘global’ solution? objective…
32. Framework
relevance
Drivers Basins
Is development in Basins affected by global drivers?
Do BDCs support change of regional or global importance?
33. Framework:
Concepts
1 Analyze 2 Identify
drivers: responses to
•Population drivers in basins
•Economic •Scenarios…
•GCC •Learning
•Political processes
•Techno... •Changes
3 Relate to system
resilience
34. Framework
Impacts and change
3 places we can help
Drivers act on river
basin systems
Change
Consequences realized
Basin charateristics
Response
[Innovation?]
35. Framework: Identifying targets
Problematic Institutions Instruments Science
behaviours
Uncertainty Ignorance Families Norms Situation
analysis
Cannot Farmer Regulations
manage organizations Scenario
variability Policy (e.g. analysis
Cognitive Unable to Supply chain food, water
problems agree actors security) Technology
Law
Municipalities System
Lack of motive Short-termism Valuation analysis/design
for change Ministries
Local only Micro-finance
Lack of Can’t invest Micro-ins
capacity Can’t organize
Supply chains
36. Framework: Identifying targets
Problematic Institutions Instruments Science
behaviours
Uncertainty Ignorance Families Norms Situation
analysis
Cannot Farmer Regulations
manage organizations Scenario
variability Policy (e.g. analysis
Cognitive Unable to Supply chain food, water
problems agree actors security) Technology
Law
Municipalities System
Lack of motive Short-termism Valuation analysis/design
for change Ministries
Local only Micro-finance
Lack of Can’t invest Micro-ins
capacity Can’t organize
Linking components to enable
Supply chains
CHANGE
37. Framework
Process
• First ideas
– Draft (very rough) – done
• Workshop (now!)
– to expand concepts
• Re-draft framework, reorganize
• Forum
– Present ideas to a broader audience
• Re-draft framework
– Present to CPMT. Decide how to proceed
38. Agenda for next 3 days
• Information sharing:
– “Basins meet GDs, GDs meet basins.”
• Future scenarios for basins
– Let your mind run free for a few hours
• Putting GDs in the CPWF harness
– “This is all very interesting. What does it mean for
the CPWF?”