Strategic Framework Activity
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This document provides tasks for developing a strategic framework for a market system. Participants are instructed to identify the two most important functions of the market system for inclusive growth. They then define the three most important changes wanted in each function over the next three years and how those changes could contribute to inclusive growth over time.
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The guidance note is also designed to be used with the step 6 training materials, which you can find here: http://www.slideshare.net/pmsd-map/step6training-guide Print at least 6 copies.
Last updated: 11/10/12
Dissertation Part 2 - Academic Discussion
This document provides a summary and analysis of IBM PowerNet's business strategy of partnering with small independent software vendors (ISVs) to develop and sell software and hardware solutions. The strategy targets "white space" customers who have not purchased from IBM in the past 3 years. While revenue increased steadily until 2009, it declined that year due in part to the economic downturn and lack of marketing materials. IBM PowerNet produced new marketing materials, aiming to continue the strategy of engaging new customers and ISVs. The document evaluates whether this strategy is sustainable by analyzing academic literature on strategic capabilities, value-added business partnerships, external market analysis, threats to sustainability, and marketing strategies. It assesses factors like pricing, relationships, value creation
Enterprise Social Software (ESS) market - Global Outlook (2017-21)
Enterprise social software would save the time and resources of the organization as the employees can share information in real time and avoid sending e-mails to each and every individual. This report presents interpretative and easy-to-understand facts on how the current enterprise social software market is segmented based on end-user, verticals, deployment type and geographies. It cuts through several facets of the enterprise social software market such as market size, market share for each segment, the drivers and constraints of enterprise social software marketplace. It also throws light on various verticals where ESS is being rigorously implemented and the deployment type that is being preferred. Report also provides information on the challenges and opportunities that lie ahead for these solutions.
Pestle analysis
COEPD - Center of Excellence for Professional Development is a primarily aBusiness Analyst and PMP Training Institute in the IT industry of India head quartered at Hyderabad. COEPD is expert in PMP Training and Business Analyst Training in Hyderabad, Chennai,Pune, Mumbai&Vizag. We offer PMP and Business Analyst Training with affordable prices that fit your needs.
COEPD conducts 4-day workshops throughout the year for all participants in various locations i.e. Hyderabad, Pune. The workshops are also conducted on Saturdays and Sundays for the convenience of working professionals.
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MT 450 Education Organization / snaptutorial.com
This document provides details for 10 unit assignments for an MT 450 marketing management course. It includes assignments on developing marketing strategies, market research plans, marketing simulations, new product development processes, and evaluating marketing mix and customer relationship management plans. Students are asked to complete papers, presentations, and analyses on various marketing topics for packaged ice, edible arrangements, tax services, and other companies. The assignments provide scenarios and guidelines for students to demonstrate their understanding of fundamental marketing concepts.
Investing_With_Expanded_Market_Sentiments_02
This white paper discusses Discovery Patterns' analytic platform for unstructured big data that can discover expanded market sentiments. It defines key terms like prevailing and expanded market sentiment. It also describes Discovery Patterns' use of an ultra-granular industry context database called Industry Building Blocks, competitive analytic engines, and trend visualization engines to discover expanded market sentiments. Two case studies are presented that show how expanded market sentiments can provide insights into future market movements and identify investment opportunities when they diverge from prevailing sentiments.
Here is the brief overview of this cumulative Session Long Project (
This document provides guidance for a marketing research project involving four session long projects (SLPs). In SLP1, students will identify a company and develop a marketing charge or task. They will then conduct a situation analysis, including an external environment analysis, customer environment analysis, and internal environment analysis. The document outlines the specific sections and issues to cover in each part of the analysis. The goal is for students to research the company and task to develop a feasible marketing plan in subsequent SLPs.
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This document provides a strategic marketing plan for OpenOffice.org for 2010. It reviews the office productivity software market, competitors like Microsoft Office, and segments the market. It analyzes OpenOffice.org's strengths, weaknesses, and opportunities. The goals are for OpenOffice.org to achieve market leadership in its target markets by 2010, be the office suite of choice for most PC users, and be used by over 40% of office users worldwide. The plan proposes strategies around community, product, pricing, distribution, and promotion to achieve these goals.
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Step 6 Supplementary Guidance Note - Workshop Exercises
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Enterprise Social Software (ESS) market - Global Outlook (2017-21)
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Day 3 Skills Building Training
The document discusses a presentation being given to the MAP team about conceptualizing the Western Region as a system and addressing systemic constraints to inclusive growth. It identifies national issues like the devolution of government functions to county governments that create uncertainty, differing priorities, and lack of clarity and capacity. It outlines opportunities and threats for MAP, and proposes a MAP-wide response to strengthen enabling environments through better rules and support for weak system functions. Teams would brainstorm contributions and future plans to improve the enabling environment across sectors. The goal is an inclusive and resilient system driven by evidence, participation, and multi-stakeholder processes to achieve MAP goals at scale.
Day 2 Skills Building Training
The document discusses strategies for MAP to accelerate inclusive growth through its portfolio. It aims to:
1) Take stock of progress to date by reviewing MAP offers and comparing expected vs. actual results to formulate a scale-up plan.
2) Formulate a 12-month scale-up plan by assessing drivers for scale, identifying strategic options to accelerate it, and setting targets for more system breadth and depth.
3) Provide guidance on framing effective offers by considering who the offer is aimed at, why actors should want it, what they would get, and what MAP expects to get in return.
Day 1 Skills Building Training
This document discusses communication skills and market facilitation. It outlines six facilitator roles: communicator, relationship builder, systems analyst, coach, and innovator. As a communicator, effective messaging, active listening, and investigative reporting are key capacities. As a systems analyst, understanding industry terminology, principles, and influencers is important. The document also discusses facilitating inclusive market system change through multi-faceted interventions at different phases and making appropriate offers to different players to foster the right incentives and behavior over time through self-selection and strategic adjustments. Finally, it prompts sharing insights into managing relationships to achieve systemic goals and role playing examples.
USAID Module 2: System Dynamics Presentation
The document discusses system dynamics and value chains. It explains that people in value chains can relate through competition or cooperation. Effective performance is defined by ongoing upgrading and more inclusive, shared benefits. Two diagrams show how competition and cooperation can be effective or ineffective in driving improvements and growth with poverty reduction over time. The rest of the document involves a group activity where participants analyze statements about relationships between actors in value chains and identify whether they describe effective or ineffective competition and cooperation.
USAID Module 2: Rice Case Scene Setter
Niana is a major producer, consumer, and importer of rice. The domestic rice market consists of a price-conscious segment consuming mainly local rice, and a quality-conscious segment consuming mostly imported long-grain white rice. Local production and milling is unable to meet demand due to low and inconsistent yields from smallholder farmers. Relationships between actors in the domestic value chain are characterized by mistrust, opportunism, and a lack of cooperation or knowledge sharing. In contrast, importers and distributors cooperate through established credit terms and information sharing to reliably supply the quality market segment. Overall, the rice sector suffers from low productivity, weak farmer organizations, and a value chain where actors primarily view each other with suspicion rather
USAID Module 2: Have You Heard Activity Answer Key
1) The document discusses statements that different actors in the rice market system might say and provides analysis of the statements in terms of the degree and effectiveness of cooperation and competition. The actors include farmers, traders, millers, input providers, and importers.
2) Many of the statements indicate a medium or high degree of ineffective cooperation and competition among actors due to informal rules that drive short-term thinking and limit the value of commercial relationships.
3) Formal rules also contribute to ineffective relationships between actors by influencing perceptions that push inaction or unwillingness to upgrade approaches to marketing and investment.
USAID Module 2: Charades Scenarios Activity
This document provides scenarios for a charades activity involving 14 different actors in the rice value chain. Each scenario consists of a quote from one actor about their relationship with another actor or group of actors. The aim is for participants to plot the relationships described in the correct area of a matrix based on skits performed by other groups. The document would be used to select 8 scenarios for groups to perform short skits about in order to help other participants understand the relationships described.
USAID Module 2: CC4U Examples
This is a USAID handout that provides examples of the Cooperation and Competition for Upgrading. It is a framework to assess the current picture and frame a future vision for value chain upgrading.
USAID Module 2: Working Not Working Answer Key
The document summarizes the key relationships, rules, and interconnected systems that are currently working and not working in the rice value chain in 3 countries based on a matrix analysis. Some aspects found to be working include functioning wholesale and retail links for imported rice and growing domestic consumer demand. Aspects found not to be working include importers not investing in domestic production, traders taking a short-term view which pushes farmers, and weak extension services. The overall system is also found to be unwilling or unable to invest in the urban consumer market for rice.
USAID Module 2: System Structure and Function Presentation
This is a presentation on system structure and function as part of Module 2, Session 1 for the USAID value chain development training.
USAID Module 2: Mapping Answer Key
This is an answer key for a rice value chain mapping activity (Activity 1) outlined in the Module 2 facilitator notes.
USAID Module 2: Action Situation Cards
The document provides situation cards describing various actors involved in the rice value chain in an unnamed country, including importers, traders, millers, input suppliers, farmers, service providers, and a government official. Each card describes the actor's role and challenges they face in growing their business or improving their livelihoods. Key issues that recur include lack of access to finance, unreliable supply, poor infrastructure, and weak market linkages. The cards are intended to be used in exercises to map the value chain and identify points of intervention.
USAID Module 2: Understanding System Dynamics
This is the second module of a USAID training on value chain development. These are the facilitator's notes for Module 2.
USAID Module 1: Understanding Value Chains Presentation
This curriculum was developed by ACDI/VOCA for USAID to provide a shared understanding of a value chain systems approach to private sector development programs. The curriculum aims to explain why a systems focus is important to achieve growth with poverty reduction. It includes 4 modules that cover understanding value chain system principles and dynamics, planning a value chain system project, and managing a value chain system project effectively through facilitation.
USAID Module 1: Understanding Value Chains
This is part of a USAID training on facilitating value chain development. Module 1 includes an introduction to value chains (through a large group activity) and different elements of value chains
Role of Coach Activity
The document provides a task sheet for assessing a MAP team's coaching capacity and skills. It instructs the team to brainstorm examples of when they effectively and ineffectively performed the role of coach. The team is asked to create a role play demonstrating good and bad coaching practices from their work. They will perform the role play for judges and be evaluated on the judges' ability to identify the examples, the team's effectiveness at demonstrating coaching practices, and the quality of their performance.
Case Study C on Managing Momentum
The project instituted structured guidelines to better manage the many market actors and changing level of engagement over time. By basing agreements on actors' strategic interests aligned with project strategy, the project could adjust support based on actors continuing to invest in their strategies. An update is provided: most potential actors have engaged at some point, and there is more adoption of customer-oriented strategies among agro-vets, though 10% have grown consistently and 25% are struggling to manage growth issues like staffing and financial systems. The document asks if any adjustments to the project's offer should be investigated, and if so, what and why, or if not, why not, and requests consideration of any other factors for the project.
Case Study B on Managing Momentum
The project made changes to standardize and lower the cost of its program to support more agro-vet firms in changing their strategies. This led to 10 new firms joining within 6 months. However, 3 original firms dropped out due to illness of an owner and working capital shortages. Two of these firms rejoined after solving their financial issues. The "churning" of firms joining, slowing, dropping out and rejoining continued. By the end, 23 firms were actively engaged, 2 remained inactive, 2 had slowed down, and 4 new firms requested support while 30 had not engaged at all.
Case Study A on Managing Momentum
The agriculture inputs market has seen success in improving customer orientation and sales through partnerships with 50 agro-vet retailers. Support provided to initial partners covered 75% of promotional discounts and training costs. Three partners have seen excellent buy-in and increased rural sales after 6 months. Eight additional retailers now seek the same support, potentially expanding the program to 11 partners total. The task is to determine if the initial offer should be adjusted for new partners.
Relationship Builder Activity
This document provides a task sheet for assessing a MAP team's capacity and skills in the role of relationship builder. The team is asked to brainstorm examples of when they effectively and ineffectively performed this role based on actual experience. They must then create a role play showcasing good and bad examples of exercising their relationship building role in their current work. Finally, the role play will be performed for judges and assessed based on the judges' ability to identify the good and bad practices, the team's effectiveness at demonstrating relationship building capacities, and the quality of the performance.
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Strategic Framework Activity
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