This document summarizes the results of MADE II Programme's use of technology adoption grants (TAGs) to stimulate market demand among smallholder farmers and processors in Nigeria. Some key points:
- TAGs were provided to encourage adoption of new processing and harvesting technologies. This helped address market failures around capacity and information gaps.
- The grants successfully stimulated early adoption and awareness of benefits. Independent sales of technologies grew even after grants ended, showing a sustainable market was created.
- Critical success factors included understanding the problem, identifying suitable technologies, demonstrating value, carefully targeting subsidies, and knowledge sharing to promote broader adoption.
- Over five years, the program achieved its goal of creating more dynamic markets, demonstrated
The document provides guidance on supplier development programs that can be implemented through industrial subcontracting and partnership exchanges (SPXs). It outlines the roles of the key parties involved - SPXs, main contracting enterprises, subcontractors, and external experts. SPXs are well-positioned to facilitate supplier development programs by identifying sectors for improvement, formulating work plans, selecting participants, investigating needs, and encouraging cooperation among members. The document then describes a 10-stage process for implementing such programs and the objectives they aim to achieve, such as cost control, quality management, and environmental standards.
This document provides a Zero Net Energy Action Plan for the commercial building sector in California with the goal of achieving zero net energy for all new commercial construction by 2030. It outlines 8 strategies to achieve this goal for new construction, including establishing progressive energy codes and standards, expanding title 24 to address all energy end uses, and developing financial tools for zero net energy buildings. It also describes 8 strategies for existing commercial buildings, such as leading by example with state/local government commitments, lowering the threshold for applying codes to existing buildings, and improving utilization of plug load technologies. The document is intended to operationalize the zero net energy goals from California's Long Term Energy Efficiency Strategic Plan through identifying priority actions, establishing a champions network,
The document discusses Rolls-Royce Holdings plc, a British multinational company that manufactures aircraft engines. It has faced several problems recently, including economic downturn, losing market share to competitors, and imbalance in resource allocation. The civil aerospace engine industry is highly competitive with a few major players dominating the market. Rolls-Royce must implement strategic changes to improve its performance and competitiveness.
The CPUC modified the Self-Generation Incentive Program (SGIP) to conform with Senate Bill 412 and improve program outcomes. Key changes include:
1) Basing eligibility on achieving greenhouse gas reductions instead of financial need or cost-effectiveness.
2) Setting technology-based incentive levels and a hybrid payment structure of upfront and performance-based incentives.
3) Establishing metering, warranty, and other administrative requirements for participating technologies like advanced energy storage.
4) Allocating budgets among eligible wind, fuel cell, gas turbine, and other renewable and efficiency technologies.
A Service Improvement Plan For The Local Catering Bar FinoNancy Rinehart
This document is a thesis written by Junyi Xiao that aims to design a new service improvement plan for a local catering bar called Bar Fino that was taken over by a commission company. The goal is to increase profitability, customer loyalty, and satisfaction. The thesis will use service marketing theories and frameworks to build the foundation of the plan and choose applicable theories. Through research methods like surveys and focus groups, the plan will analyze customer needs and design improvements for catering, bar service, customer loyalty programs, and employee importance. The plan will then be tested and reported on to help the commission company gain more customers, loyalty, and profits.
H2020 Work Programme 2018-2020 for Cross-Cutting ActivitiesKTN
The workshop gave an overview of the forthcoming Horizon 2020 Battery related Calls representing a budget of around €337.5million. Horizon 2020 is the European Union’s Research and Innovation Programme.
In summary, the event covered:
- Gather information on forthcoming 2020 topics;
- Hear from current UK and European Battery Initiatives;
- Discuss and refine your project ideas with potential partners;
- Join consortia forming around forthcoming 2020 topics.
Find out more: https://ktn-uk.co.uk/news/ktn-and-innovate-uk-invite-you-to-an-information-and-consortia-building-event-for-horizon-2020-batteries
This document outlines best practices for project managers to build sustainable enterprises, including leveraging proven quality methodologies like Six Sigma and Lean to improve processes and reduce costs. It emphasizes effective knowledge management, collaborative innovation with customers, and cultivating an "innovation as a habit" mindset in project teams. Adopting these practices can help optimize processes, increase productivity, deliver more value to customers, improve customer satisfaction and loyalty, and ensure long-term business growth and sustainability.
This document discusses project portfolio selection for private corporations in Vietnam. It notes that selecting the right projects is critical for corporate strategies but challenging given limited resources. While academics have proposed complex selection frameworks, private corporations in Vietnam have not applied them. The document aims to understand literature on project selection, study current practices in Vietnam, and propose an adaptable framework. A case study of multiple private corporations will investigate how they select projects to ensure growth and development strategy success under Vietnam's booming economy. Recommendations will support investigated corporations and enable framework adaptation by other private firms.
The document provides guidance on supplier development programs that can be implemented through industrial subcontracting and partnership exchanges (SPXs). It outlines the roles of the key parties involved - SPXs, main contracting enterprises, subcontractors, and external experts. SPXs are well-positioned to facilitate supplier development programs by identifying sectors for improvement, formulating work plans, selecting participants, investigating needs, and encouraging cooperation among members. The document then describes a 10-stage process for implementing such programs and the objectives they aim to achieve, such as cost control, quality management, and environmental standards.
This document provides a Zero Net Energy Action Plan for the commercial building sector in California with the goal of achieving zero net energy for all new commercial construction by 2030. It outlines 8 strategies to achieve this goal for new construction, including establishing progressive energy codes and standards, expanding title 24 to address all energy end uses, and developing financial tools for zero net energy buildings. It also describes 8 strategies for existing commercial buildings, such as leading by example with state/local government commitments, lowering the threshold for applying codes to existing buildings, and improving utilization of plug load technologies. The document is intended to operationalize the zero net energy goals from California's Long Term Energy Efficiency Strategic Plan through identifying priority actions, establishing a champions network,
The document discusses Rolls-Royce Holdings plc, a British multinational company that manufactures aircraft engines. It has faced several problems recently, including economic downturn, losing market share to competitors, and imbalance in resource allocation. The civil aerospace engine industry is highly competitive with a few major players dominating the market. Rolls-Royce must implement strategic changes to improve its performance and competitiveness.
The CPUC modified the Self-Generation Incentive Program (SGIP) to conform with Senate Bill 412 and improve program outcomes. Key changes include:
1) Basing eligibility on achieving greenhouse gas reductions instead of financial need or cost-effectiveness.
2) Setting technology-based incentive levels and a hybrid payment structure of upfront and performance-based incentives.
3) Establishing metering, warranty, and other administrative requirements for participating technologies like advanced energy storage.
4) Allocating budgets among eligible wind, fuel cell, gas turbine, and other renewable and efficiency technologies.
A Service Improvement Plan For The Local Catering Bar FinoNancy Rinehart
This document is a thesis written by Junyi Xiao that aims to design a new service improvement plan for a local catering bar called Bar Fino that was taken over by a commission company. The goal is to increase profitability, customer loyalty, and satisfaction. The thesis will use service marketing theories and frameworks to build the foundation of the plan and choose applicable theories. Through research methods like surveys and focus groups, the plan will analyze customer needs and design improvements for catering, bar service, customer loyalty programs, and employee importance. The plan will then be tested and reported on to help the commission company gain more customers, loyalty, and profits.
H2020 Work Programme 2018-2020 for Cross-Cutting ActivitiesKTN
The workshop gave an overview of the forthcoming Horizon 2020 Battery related Calls representing a budget of around €337.5million. Horizon 2020 is the European Union’s Research and Innovation Programme.
In summary, the event covered:
- Gather information on forthcoming 2020 topics;
- Hear from current UK and European Battery Initiatives;
- Discuss and refine your project ideas with potential partners;
- Join consortia forming around forthcoming 2020 topics.
Find out more: https://ktn-uk.co.uk/news/ktn-and-innovate-uk-invite-you-to-an-information-and-consortia-building-event-for-horizon-2020-batteries
This document outlines best practices for project managers to build sustainable enterprises, including leveraging proven quality methodologies like Six Sigma and Lean to improve processes and reduce costs. It emphasizes effective knowledge management, collaborative innovation with customers, and cultivating an "innovation as a habit" mindset in project teams. Adopting these practices can help optimize processes, increase productivity, deliver more value to customers, improve customer satisfaction and loyalty, and ensure long-term business growth and sustainability.
This document discusses project portfolio selection for private corporations in Vietnam. It notes that selecting the right projects is critical for corporate strategies but challenging given limited resources. While academics have proposed complex selection frameworks, private corporations in Vietnam have not applied them. The document aims to understand literature on project selection, study current practices in Vietnam, and propose an adaptable framework. A case study of multiple private corporations will investigate how they select projects to ensure growth and development strategy success under Vietnam's booming economy. Recommendations will support investigated corporations and enable framework adaptation by other private firms.
Feasibility Study - Private Healthcare Market Opportunities - Saudi ArabiaPeadar O'Sullivan
This feasibility study analyzes a proposal for Martinsen Mayer, a Dublin-based recruitment agency, to source healthcare professionals from Ireland and the UK for positions in the private healthcare sector of the Kingdom of Saudi Arabia. The analysis finds that while the proposal aligns with Martinsen Mayer's strategy of expanding into new international markets, entering a new market also carries risks without local experience or partnerships. However, the large expected growth of the private healthcare sector in Saudi Arabia presents opportunities for Martinsen Mayer to gain market share and build experience if they proceed carefully and potentially collaborate with local partners.
This document outlines Peterborough City Council's (PCC) technology strategy from 2014 to 2019. The strategy aims to move PCC away from siloed and inefficient systems towards a more integrated, flexible and citizen-centric approach using cloud platforms and digital technologies.
Key points include adopting a central customer platform in the cloud to seamlessly connect front and back office processes. This will provide a personalized multi-channel experience for citizens. Additional applications can be built or purchased to integrate with this platform. The strategy is designed to avoid long-term vendor lock-in and allow PCC to take advantage of emerging technologies. It aims to improve customer satisfaction, operational efficiency, and mobility while increasing transparency and the ability to rapidly launch new
This document provides a guide for supplier development programs implemented through industrial subcontracting and partnership exchanges (SPXs). It outlines the roles of the various parties involved, including the SPXs, main contracting enterprises, subcontractors, and external experts. The guide also describes a 10-stage process for applying a supplier development program and lists objectives such as cost control, pricing policy, technological improvements, quality management, and environmental practices. Annexes provide examples of existing supplier development programs.
Simulation Software Market to grow at a significant CAGR 15.3% during 2019-2025. Simulation Software Industry report by BIS Research provides deep market insight, industry analysis, trends & forecast to 2031 that will help your business to grow.
Read Report Overview: https://bisresearch.com/industry-report/simulation-software-market.html
Get Free Sample: https://bisresearch.com/requestsample?id=1200&type=download
The global simulation software market generated revenue of $9,601.8 million in 2020 and is expected to reach $20,276.7 million by 2025 at a CAGR of 15.3%.
Technology & quality msme for finance, subsidy & project related support co...Radha Krishna Sahoo
This document outlines guidelines for a scheme to provide technology and quality upgradation support to micro, small, and medium enterprises (MSMEs) in India. The objectives of the scheme are to increase energy efficiency and reduce emissions among MSMEs, and improve product quality certification to enhance competitiveness. Major activities include capacity building programs on energy efficiency, implementing energy efficient technology projects, setting up carbon credit aggregation centers, and assisting with product certification. Financial support is provided for awareness programs, energy audits, and preparation of project reports to implement energy upgrades.
This document outlines a study analyzing the financial statements and ratios of three Bangladeshi IT companies - Daffodil Computers Ltd., Information Services Network Ltd., and BDCOM Online Limited - from 2007 to 2011. It discusses the objectives, data sources, methodology, and findings of ratio analysis covering liquidity, debt, profitability, efficiency, and market performance. Ratios were calculated for current ratio, quick ratio, debt-to-equity, debt-to-total assets, gross profit margin, net profit margin, return on assets, return on equity, and several activity and market ratios. The analysis aims to provide insights into the financial prospects and positioning of these IT firms.
This document is a guide to achieving operational efficiency through best practices in operations and maintenance (O&M). It was prepared by Pacific Northwest National Laboratory for the Federal Energy Management Program. The guide consists of 11 chapters that cover topics such as why O&M is important, O&M management, computerized maintenance management systems, types of maintenance programs, predictive maintenance technologies, commissioning existing buildings, metering for O&M, and O&M ideas for major equipment types. The target audience includes federal O&M and energy managers.
Updated - It is important for an organization to identify what they need and why they need it without focusing on a technical solution. The what/why understanding should begin at a strategic level and continue as business requirements are abstracted to lower levels. This paper provides easy-to-use, step-by-step methods to assist the business in identifying and quantifying their need. That is, the what and why, while also initiating the tracing of business requirements.
Techniques presented in this paper have been successfully used as a pre-cursor to many different types of projects in government and commercial industries, identifying focus for efforts while also establishing scope for future projects.
Career Training Market Report 2022
Report Link- https://www.www.cognitivemarketresearch.com/Career-Training-Market-Report
Cognitive Market Research provides detailed analysis of Career Training in our recently published report titled, "Career Training 2022" The market study focuses on industry dynamics including driving factors to provide the key elements fueling the current market growth. The report also identifies restraints and opportunities to identify high growth segments involved in the Career Training market. Key industrial factors such as macroeconomic and microeconomic factors are studied in detail with help of PESTEL analysis in order to have a holistic view of factors impacting Career Training market growth across the globe. Market growth is forecasted with the help of complex algorithms such as regression analysis, sentiment analysis of end-users, etc. #CareerTrainingReport #CareerTrainingMarket #CareerTrainingMarketForecast #CareerTrainingMarketStatus #CareerTrainingMarket2022
The document outlines the new Offset Policy and Guidelines for Defence Contractors in the UAE. Some key points:
1. The policy aims to be flexible for contractors while driving successful projects in targeted sectors like advanced manufacturing.
2. Contractors must fulfill a minimum 60% offset obligation of the contract value over 7 years through milestones.
3. Offset credits can be earned through input contributions like training (max 30%) and output like profits/exports (min 70%).
4. Non-compliance results in liquidated damages of 8.5% of the shortfall amount to be paid or added to future obligations.
Effectiveness of using Facebook on increasing the brand awareness; Tharushika Ruwangi
This document is a research report that investigates the effectiveness of using Facebook to increase brand awareness in the fashion industry in Sri Lanka. It includes a literature review on social media marketing, Facebook, brand awareness, and strategies used to increase awareness through Facebook. The methodology section describes the conceptual framework, hypotheses, data collection through surveys, and data analysis plan. The results and data analysis chapter analyzes survey data on brand exposure, customer engagement, and electronic word-of-mouth and their correlation to and impact on brand awareness. The conclusion summarizes the key findings and provides recommendations.
Managing Critical Infrastructures, e.g. Data Centers or Power Plants, require clear operational standards.
Main principles of the OCP CFOPS Framework:
• Continuous performance improvement
• Cost- and risk reduction
• Minimized environmental impact
The framework is aligned with other standards in the field of IT Management and Facility Management. This free-to-use framework has been shown to be effective when being leveraged in real-life cases.
For training videos, please visit https://m.youtube.com/channel/UCYw2fG4p7buyhJD0EYHahuQ
Supersonic and Hypersonic Aircraft Market Value to Reach $5,400.4 Million by ...BIS Research Inc.
The advent of commercial supersonic and possibly hypersonic passenger aircraft is expected to be fueled by the growing demand for faster and more sustainable aircraft
The competitive landscape of the supersonic and hypersonic aircraft market consists of several organic and inorganic strategies followed by the key players to increase their market share. The strategies include product innovations, contracts, partnerships, acquisitions, and business expansions.
Request for the Sample Report on Supersonic and Hypersonic Aircraft Market at: https://bisresearch.com/requestsample?id=1393&type=download
Tools for increasing gender and social inclusion in market systems led progra...MADE
The document summarizes the gender mainstreaming and women's economic empowerment strategies of the Market Development Programme (MADE) in Nigeria's Niger Delta region. It discusses how MADE introduced gender mainstreaming after initial implementation to make its market systems interventions more inclusive. A key focus was addressing the underrepresentation of women in value chains, unequal access to resources, and socio-cultural influences. Through partnerships, trainings, and strategies like the Gender Talk Guide, MADE worked to increase women's participation, access to capital/markets, and challenge norms. After 5 years, evaluations found the approach helped more women benefit from the program, demonstrating the viability of market-driven women's empowerment initiatives in the context.
Supersonic and Hypersonic Aircraft Market is expected to reach $5,400.4 million by 2032. Supersonic and hypersonic aircraft manufacturing industry comprises aircraft manufacturers, subsystem manufacturers, and end users.
Read Report Overview: https://bisresearch.com/industry-report/supersonic-hypersonic-aircraft-market.html
This document provides a reference guide for business incubators. It discusses the key stages of the incubation process including pre-incubation, incubation, graduation, and growth. In pre-incubation, entrepreneurs submit applications which are reviewed by an expert committee. If accepted, entrepreneurs consider legal structure, develop business plans, and choose an incubator. During incubation, entrepreneurs prototype, pilot, and estimate financial needs. Incubators provide resources and mentoring. Upon graduation, entrepreneurs focus on sustaining growth through financing options. The guide outlines best practices for incubators to support startups through various stages of development.
The document discusses strategies for Ok Tedi Mining Limited (OTML), a gold and copper mining company in Papua New Guinea, to improve productivity and reduce costs. It analyzes OTML's operations and environment using various frameworks like PESTEL, Porter's Five Forces, and SWOT. Some key recommendations include retaining local contractors to lower costs, negotiating properly with local communities for compensation, and focusing cost-cutting efforts on fundamentally improving operations rather than typical short-term initiatives. The overall aim is for OTML and the government to develop sustainable strategies to navigate declining metal prices and extend the mine's life.
1) The document discusses a case study of an intervention in Nigeria that introduced improved Noiler chicken breeds to increase incomes and nutrition for smallholder farmers, particularly women. Noiler birds are a hybrid breed that are hardier than exotic breeds but provide higher yields than local breeds.
2) The intervention supported the establishment of "Mother Units" that bred Noiler chicks and sold them to smallholder farmers. This improved access to the improved breeds. Farmers reported higher profits from Noiler chickens compared to other breeds.
3) While the intervention benefited women, cultural norms still give men more control over finances and decision making. The intervention helped increase women's incomes but did not fully address underlying gender inequalities. Expand
Feasibility Study - Private Healthcare Market Opportunities - Saudi ArabiaPeadar O'Sullivan
This feasibility study analyzes a proposal for Martinsen Mayer, a Dublin-based recruitment agency, to source healthcare professionals from Ireland and the UK for positions in the private healthcare sector of the Kingdom of Saudi Arabia. The analysis finds that while the proposal aligns with Martinsen Mayer's strategy of expanding into new international markets, entering a new market also carries risks without local experience or partnerships. However, the large expected growth of the private healthcare sector in Saudi Arabia presents opportunities for Martinsen Mayer to gain market share and build experience if they proceed carefully and potentially collaborate with local partners.
This document outlines Peterborough City Council's (PCC) technology strategy from 2014 to 2019. The strategy aims to move PCC away from siloed and inefficient systems towards a more integrated, flexible and citizen-centric approach using cloud platforms and digital technologies.
Key points include adopting a central customer platform in the cloud to seamlessly connect front and back office processes. This will provide a personalized multi-channel experience for citizens. Additional applications can be built or purchased to integrate with this platform. The strategy is designed to avoid long-term vendor lock-in and allow PCC to take advantage of emerging technologies. It aims to improve customer satisfaction, operational efficiency, and mobility while increasing transparency and the ability to rapidly launch new
This document provides a guide for supplier development programs implemented through industrial subcontracting and partnership exchanges (SPXs). It outlines the roles of the various parties involved, including the SPXs, main contracting enterprises, subcontractors, and external experts. The guide also describes a 10-stage process for applying a supplier development program and lists objectives such as cost control, pricing policy, technological improvements, quality management, and environmental practices. Annexes provide examples of existing supplier development programs.
Simulation Software Market to grow at a significant CAGR 15.3% during 2019-2025. Simulation Software Industry report by BIS Research provides deep market insight, industry analysis, trends & forecast to 2031 that will help your business to grow.
Read Report Overview: https://bisresearch.com/industry-report/simulation-software-market.html
Get Free Sample: https://bisresearch.com/requestsample?id=1200&type=download
The global simulation software market generated revenue of $9,601.8 million in 2020 and is expected to reach $20,276.7 million by 2025 at a CAGR of 15.3%.
Technology & quality msme for finance, subsidy & project related support co...Radha Krishna Sahoo
This document outlines guidelines for a scheme to provide technology and quality upgradation support to micro, small, and medium enterprises (MSMEs) in India. The objectives of the scheme are to increase energy efficiency and reduce emissions among MSMEs, and improve product quality certification to enhance competitiveness. Major activities include capacity building programs on energy efficiency, implementing energy efficient technology projects, setting up carbon credit aggregation centers, and assisting with product certification. Financial support is provided for awareness programs, energy audits, and preparation of project reports to implement energy upgrades.
This document outlines a study analyzing the financial statements and ratios of three Bangladeshi IT companies - Daffodil Computers Ltd., Information Services Network Ltd., and BDCOM Online Limited - from 2007 to 2011. It discusses the objectives, data sources, methodology, and findings of ratio analysis covering liquidity, debt, profitability, efficiency, and market performance. Ratios were calculated for current ratio, quick ratio, debt-to-equity, debt-to-total assets, gross profit margin, net profit margin, return on assets, return on equity, and several activity and market ratios. The analysis aims to provide insights into the financial prospects and positioning of these IT firms.
This document is a guide to achieving operational efficiency through best practices in operations and maintenance (O&M). It was prepared by Pacific Northwest National Laboratory for the Federal Energy Management Program. The guide consists of 11 chapters that cover topics such as why O&M is important, O&M management, computerized maintenance management systems, types of maintenance programs, predictive maintenance technologies, commissioning existing buildings, metering for O&M, and O&M ideas for major equipment types. The target audience includes federal O&M and energy managers.
Updated - It is important for an organization to identify what they need and why they need it without focusing on a technical solution. The what/why understanding should begin at a strategic level and continue as business requirements are abstracted to lower levels. This paper provides easy-to-use, step-by-step methods to assist the business in identifying and quantifying their need. That is, the what and why, while also initiating the tracing of business requirements.
Techniques presented in this paper have been successfully used as a pre-cursor to many different types of projects in government and commercial industries, identifying focus for efforts while also establishing scope for future projects.
Career Training Market Report 2022
Report Link- https://www.www.cognitivemarketresearch.com/Career-Training-Market-Report
Cognitive Market Research provides detailed analysis of Career Training in our recently published report titled, "Career Training 2022" The market study focuses on industry dynamics including driving factors to provide the key elements fueling the current market growth. The report also identifies restraints and opportunities to identify high growth segments involved in the Career Training market. Key industrial factors such as macroeconomic and microeconomic factors are studied in detail with help of PESTEL analysis in order to have a holistic view of factors impacting Career Training market growth across the globe. Market growth is forecasted with the help of complex algorithms such as regression analysis, sentiment analysis of end-users, etc. #CareerTrainingReport #CareerTrainingMarket #CareerTrainingMarketForecast #CareerTrainingMarketStatus #CareerTrainingMarket2022
The document outlines the new Offset Policy and Guidelines for Defence Contractors in the UAE. Some key points:
1. The policy aims to be flexible for contractors while driving successful projects in targeted sectors like advanced manufacturing.
2. Contractors must fulfill a minimum 60% offset obligation of the contract value over 7 years through milestones.
3. Offset credits can be earned through input contributions like training (max 30%) and output like profits/exports (min 70%).
4. Non-compliance results in liquidated damages of 8.5% of the shortfall amount to be paid or added to future obligations.
Effectiveness of using Facebook on increasing the brand awareness; Tharushika Ruwangi
This document is a research report that investigates the effectiveness of using Facebook to increase brand awareness in the fashion industry in Sri Lanka. It includes a literature review on social media marketing, Facebook, brand awareness, and strategies used to increase awareness through Facebook. The methodology section describes the conceptual framework, hypotheses, data collection through surveys, and data analysis plan. The results and data analysis chapter analyzes survey data on brand exposure, customer engagement, and electronic word-of-mouth and their correlation to and impact on brand awareness. The conclusion summarizes the key findings and provides recommendations.
Managing Critical Infrastructures, e.g. Data Centers or Power Plants, require clear operational standards.
Main principles of the OCP CFOPS Framework:
• Continuous performance improvement
• Cost- and risk reduction
• Minimized environmental impact
The framework is aligned with other standards in the field of IT Management and Facility Management. This free-to-use framework has been shown to be effective when being leveraged in real-life cases.
For training videos, please visit https://m.youtube.com/channel/UCYw2fG4p7buyhJD0EYHahuQ
Supersonic and Hypersonic Aircraft Market Value to Reach $5,400.4 Million by ...BIS Research Inc.
The advent of commercial supersonic and possibly hypersonic passenger aircraft is expected to be fueled by the growing demand for faster and more sustainable aircraft
The competitive landscape of the supersonic and hypersonic aircraft market consists of several organic and inorganic strategies followed by the key players to increase their market share. The strategies include product innovations, contracts, partnerships, acquisitions, and business expansions.
Request for the Sample Report on Supersonic and Hypersonic Aircraft Market at: https://bisresearch.com/requestsample?id=1393&type=download
Tools for increasing gender and social inclusion in market systems led progra...MADE
The document summarizes the gender mainstreaming and women's economic empowerment strategies of the Market Development Programme (MADE) in Nigeria's Niger Delta region. It discusses how MADE introduced gender mainstreaming after initial implementation to make its market systems interventions more inclusive. A key focus was addressing the underrepresentation of women in value chains, unequal access to resources, and socio-cultural influences. Through partnerships, trainings, and strategies like the Gender Talk Guide, MADE worked to increase women's participation, access to capital/markets, and challenge norms. After 5 years, evaluations found the approach helped more women benefit from the program, demonstrating the viability of market-driven women's empowerment initiatives in the context.
Supersonic and Hypersonic Aircraft Market is expected to reach $5,400.4 million by 2032. Supersonic and hypersonic aircraft manufacturing industry comprises aircraft manufacturers, subsystem manufacturers, and end users.
Read Report Overview: https://bisresearch.com/industry-report/supersonic-hypersonic-aircraft-market.html
This document provides a reference guide for business incubators. It discusses the key stages of the incubation process including pre-incubation, incubation, graduation, and growth. In pre-incubation, entrepreneurs submit applications which are reviewed by an expert committee. If accepted, entrepreneurs consider legal structure, develop business plans, and choose an incubator. During incubation, entrepreneurs prototype, pilot, and estimate financial needs. Incubators provide resources and mentoring. Upon graduation, entrepreneurs focus on sustaining growth through financing options. The guide outlines best practices for incubators to support startups through various stages of development.
The document discusses strategies for Ok Tedi Mining Limited (OTML), a gold and copper mining company in Papua New Guinea, to improve productivity and reduce costs. It analyzes OTML's operations and environment using various frameworks like PESTEL, Porter's Five Forces, and SWOT. Some key recommendations include retaining local contractors to lower costs, negotiating properly with local communities for compensation, and focusing cost-cutting efforts on fundamentally improving operations rather than typical short-term initiatives. The overall aim is for OTML and the government to develop sustainable strategies to navigate declining metal prices and extend the mine's life.
Similar to Tag learning paper (final version) (20)
1) The document discusses a case study of an intervention in Nigeria that introduced improved Noiler chicken breeds to increase incomes and nutrition for smallholder farmers, particularly women. Noiler birds are a hybrid breed that are hardier than exotic breeds but provide higher yields than local breeds.
2) The intervention supported the establishment of "Mother Units" that bred Noiler chicks and sold them to smallholder farmers. This improved access to the improved breeds. Farmers reported higher profits from Noiler chickens compared to other breeds.
3) While the intervention benefited women, cultural norms still give men more control over finances and decision making. The intervention helped increase women's incomes but did not fully address underlying gender inequalities. Expand
1. The document summarizes a case study on women's participation in the palm oil value chain in Mbarakom Community, Cross River State, Nigeria. Women predominantly work as processors who purchase palm fruits and process them into palm oil, facing barriers like unequal land ownership.
2. An intervention by MADE Nigeria aimed to improve women processors' access to improved processing technologies to increase palm oil yields and quality. This included support for a woman entrepreneur who invested in small-scale processing equipment and offered services to other women processors.
3. The intervention helped increase women processors' incomes by producing more palm oil per quantity of fruits processed. However, challenges around access to financing remain an issue limiting women's ability to
The Gender Talk Group (GTG) is a program launched by MADE Nigeria to address socio-cultural constraints limiting women's participation in economic opportunities. The GTG brings together women and men farmers/entrepreneurs to discuss these issues and find solutions. Interviews with participants found that the GTG has helped empower women by providing a platform to build skills and networks, navigate barriers like limited access to resources, and gain influence over decisions. While challenges remain like access to land and inputs, women reported increased incomes, knowledge, and ability to start their own businesses from participation. The flexible discussion-based model was seen as an effective way to sustainably improve women's economic conditions.
The document summarizes MADE's intervention to improve market access for women pineapple farmers in Ehor Community, Edo State, Nigeria. MADE facilitated a linkage between the farmers and Hills Harvest, an agribusiness company. Hills Harvest provided training to the women on post-harvest handling and began purchasing over 500 tons of pineapples from them. This improved market access benefited the women by reducing transportation costs, increasing sales, and reducing market losses and spoilage. However, Hills Harvest did not always purchase regularly or specify minimum quantities, which sometimes led to product waste or lower prices from other buyers. The document concludes by recommending that MADE help identify more reliable off-takers and facilitate access to financing to help expand the women
MADE is a market development program in Nigeria's Niger Delta region that aims to increase incomes for smallholder farmers and entrepreneurs. The program achieved the following results:
- Over 150,000 farmers and entrepreneurs increased their incomes by over 15%, representing close to an additional £18 million in earnings.
- Over 230,000 farmers and entrepreneurs adopted improved farming or business practices, with around 80% of them recording higher yields or productivity.
- Over 249,000 farmers and entrepreneurs gained access to new or improved inputs, products, services and technologies.
- 25 lead firms invested in innovations piloted by MADE, exceeding the target of 22 firms.
Thrive Agric is a Nigerian agriculture technology startup that introduces innovative financing approaches for smallholder farmers, such as crowdfunding. The company partnered with MADE II to provide asset financing to 10 beekeeping farmers in Edo State, enabling each to purchase and set up 10 beehives. Thrive Agric invested a total of N2 million to scale this pilot and support 40 additional beekeepers. The profit-sharing model allows farmers to keep 60% of honey profits while Thrive Agric retains 25% to share with investors. The intervention proved apiculture can be lucrative, increased investor base, and attracted additional carpenters and businesses to the honey sector.
Success story of how a Master Village Seed Entrepreneur (MVSE) is driving growth in the cassava seed multiplication and improved seedling intervention by MADE
The document summarizes lessons learned from implementing a results measurement strategy that integrated geographical information systems (GIS) in an agricultural project in conflict areas of Nigeria. Key lessons included: 1) timely delivery of data requires cost-effective surveys like mobile data collection to inform decisions and accountability; 2) using evidence to continuously adapt strategies ensures achieving objectives; and 3) GIS integration significantly enhances functionality by enabling analysis of program impact and footprints by location.
Use of diagnostic tools to enhance enterprise understanding of problems and s...MADE
MADE's learning experience on how it used the Nigerian Agricultural Enterprise Curriculum to enhance smallholder enterprise knowledge of their businesses
Using inclusive models to implement demand driven skills developmentMADE
MADE shares its lessons experience on how it implemented a demand-driven skills development intervention for potential victims of human trafficking in Edo
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Alexey Krivitsky
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4. 2
SYNOPSIS
Donor programmes and the private sector as part of their corporate social responsibility (CSR) invest large
sums of money to address development problems. However, these investments that often include subsidies to
NGOs, community development foundations and individual beneficiaries often do not change the underlying
dynamics of the constraints they are designed to address, and their effects die off shortly after they are
provided. MADE’s experience with use of technology adoption grants (TAG) to stimulate market demand
among fish processors, oil palm millers, fabricators and smallholder farmers as shared as shared in this
learning paper is that smart subsidies can lead to longer term systemic change, but they require very careful
and thoughtful design and execution. To validate and consolidate the programme’s lessons learned from use
of smart subsidies, MADE II Programme organised a learning event held in Benin (Edo State) on 4th April 2019,
targeting appropriate stakeholders (i.e. government agencies, development programmes and grant
recipients). The experiences of these stakeholders as shared during the event have been integrated for wider
dissemination.
After more than five years of programming, MADE is seeing the benefits of the TAG intervention to the private
sector service providers and farmers. They now have improved produce, increased access to improved
knowledge and agricultural inputs than they had at the beginning of the intervention. As shared during the
learning event, MADE identifies the following success factors as critical to design and implementation of smart
subsidies: a) building the design from a good initial diagnosis to understand the underlying problem that needs
to be solved; b) identifying available tools/technologies to address the underlying problems; c)
understanding/defining the value proposition for their adoption at a commercially viable scale; d) careful
targeting of subsidy to stimulate demand beyond the pilot period: e) carefully design offer to accompany the
grants which will result in longer term adoption of behaviours needed for a dynamic system: f) determine who
will access the subsidy and what commitments they must make in return for the assistance provided; g) active
marketing of the solution by the project (making the offer public); and h) knowledge sharing events to promote
crowding in and wean the market actors of the subsidy.
BACKGROUND TO MADE II PROGRAMME
Market Development in the Niger Delta (MADE), being funded by DFID, seeks to reduce poverty and conflict
in the Niger Delta region through developing rural agricultural markets and other sectors that impact poor
people. The programme has been addressing underlying systemic constraints that adversely affect the lives
and livelihoods of target beneficiary groups. These constraints, which limit productivity of smallholder
farmers and processors relate to technical and business skill gaps, access to improved technology and
business linkages.
MADE I (September 2013 – February 2018) surpassed its target in achieving a 15% income increase for
150,000 people in the Niger Delta area across five value chains: Agricultural Input, Cassava, Palm Oil,
Poultry and Fisheries. Building on the success of MADE I, DFID approved a costed extension for additional
two years (March 2018 – February 2020) with additional target of 155,000 smallholder farmers and
entrepreneurs experiencing increased incomes. It is expected that 30,000 of those with increased incomes
will be poor low-skilled youths and women from Edo State that are susceptible to human trafficking. With
respect to Edo State, the programme seeks to promote alternative sources of income that can deter youth
and women from attempting a risky migration that may result in them becoming victims of human
trafficking. The second phase of the programme is focusing on increasing its impact on the four states with
the greatest challenge to stability in the Niger Delta, namely Delta, Bayelsa, Rivers and Akwa Ibom States
as well as Edo.
THE TECHNOLOGY ADOPTION GRANT MODEL AND RESULTS
ACHIEVED
Market systems development programmes seek to introduce and mainstream commercial approaches that
build more dynamic and resilient market systems that benefit the poor by increasing their incomes and
agency. The level of engagement to deliver these expected results depends on the actual level of maturity
and the challenges within the market system. In some cases, where the market system already exists and
is mature, light touch initiatives and simple facilitation may be enough. But in market systems that are
quite weak or nascent but are needed to address an underlying constraint affecting the poor, greater
investment is required. For instance, when there is need to prove a new concept or stimulate demand,
5. 3
smart subsidies can play an important role in addressing the underlying problems and creating a
sustainable inclusive market system.
MADE designed the Technology Adoption Grant as a short-term investment to stimulate the demand for
processing and harvesting technologies that can address identified market failures related to capacity gaps
and information asymmetry between providers and suppliers who did not understand the value
proposition for investment in new technologies. The funds were disbursed to encourage adoption of new
technologies in the palm oil and fisheries value chains using an inclusive business model that would
stimulate the participation of the poor in the value chains by demonstrating commercial incentives,
production efficiency and benefits to the actors on the supply and demand sides.
The technology adoption grant was intended to support businesses engaged in the selected value chains at
the production and processing levels targeting new market actors and related service providers (such as
oil palm commercial millers, harvesters, farmers group, etc.) to acquire newly or upgrade to use of
improved technologies to improve efficiency and commercial viability of their businesses. TAG was meant
to trigger the demonstration effect required for broader adoption by other actors in the value chain that
meet the eligibility criteria, the predetermined objectives and successful scale up.
Given the challenges of adoption of the technology by millers, harvesters and smokers, MADE sought a way
to address the problem of uptake to reach the minimum scale to move beyond the early adopters (see
Figure 1, the adoption model) through the introduction of the Technology Adoption Grant in 2015. In a bid
to resolve the constraints, MADE designed a two-pronged strategy of 1) strengthening the capacities of
fabricators and marketers to manufacture and promote the adoption of appropriately sized improved
technologies and 2) stimulating demand for those improved technologies.
The programme also saw the
need to increase capacity
utilisation of improved technologies. Prior to the intervention, improved technologies donated by
government and donors were largely un-utilised and abandoned upon the first signs of breakdown as no
one took ownership. In this case, private sector investors are seeking innovative ways to make their
investment profitable and as such are driving increased utilization of these technologies.
The TAG model has been very successful as results achieved to date continue to proof the validity of
assumptions underlying MADE’s design of the TAG support. The assumptions and evidence proofing their
validity are reviewed below:
Competent and skilled equipment providers will manufacture and market the improved technologies that will
benefit smallholders.
TAG provided a platform for fabricators and marketers to engage with small scale consumers resulting in
business improvement, availability of after sales support and adaptation of the technologies in terms of
appropriateness and suitability for the targets. We have seen a growing number of fabricators and
promoters of the improved technologies adopting the business model to provider solutions to farmers and
6. 4
processors. In the palm oil sector, for instance, while only nine fabricators were trained in 2015, the
programme recorded up to 15 fabricators of the improved processing by end of March 2019. Some of these
fabricators have recorded sales increases of 50-70%.
There is an increasing institutionalization of the business model by the fabricators and marketers as they
expand promotional activities to other states within the region. Over the years, we are also beginning to
see evidence of fabricators adapting the technology design. An example is the reconstruction of some
components of the SSPE - sterilizer and clarifier to utilize less water and plans to further scale down on size
of the equipment to suit the needs of the millers. The feedback on the relatively high cost of the MAH led to
the introduction of the MK as a cheaper alternative for harvesting.
Market actors will raise awareness and demonstrate the economic benefits of using the technologies.
MADE introduced a business model whereby equipment providers collaborate with smallholders to
demonstrate to other farmers, millers and processors1 the economic benefits of using the improved
technologies, pursued in a bid to stimulate adoption (i.e. purchase and usage) across clusters within the
region. We believed that using market systems thinking, the important point was to generate enough
awareness on the ground so that the demand for the new technologies could reach the tipping point where
enough early adopters of the technology would now make it visible to their neighbours and competitors to
stimulate broader, market driven adoption. We also believed that knowledge of the potential demand
coupled with improved capacities would incentivize the equipment providers to demonstrate and market
the benefits of utilising the new and improved technologies. In this regard, the subsidy has been effective
in creating ongoing demand and sales. We have also seen that as demand increases, other technology
providers will begin to crowd-in and further adapt the technologies to suit smallholders. The increased
awareness and visibility of the technologies is stimulating demand and increasing the number of
fabricators providing solutions. As shown in Figure 1 below, while TAG ended in February 2018, the market
is continuing to expand as we have recorded sales of more equipment now that our subsidy is over.
Figure 1: Continuous Growth of the Technology Market Beyond TAG Support
1
Millers who process FFB at commercial mills on fee paying basis
12
76
170
204
0
50
100
150
200
250
2015-16 2016-17 2017-18 2018-2019
ANNUAL AGGREGATE OF SMALL SCALE
PROCESSING EQUIPMENT (TAG AND NON-TAG)
4 5
15
34
0
10
20
30
40
2015-16 2016-17 2017-18 2018-2019
SMALL SCALE PROCESSING EQUIPMENT
INDEPENDENT OF TECHNOLOGY ADOPTION
GRANTS
11
58
269
325
0
50
100
150
200
250
300
350
2015-16 2016-17 2017-18 2018-2019
ANNUAL AGGREGATES OF SMOKING KILNS
(TAG AND NON-TAG)
2 14
122
228
0
50
100
150
200
250
2015-16 2016-17 2017-18 2018-2019
SMOKING KILNS INDEPENDENT OF TECHNOLOGY
ADOPTION GRANTS
4
14
35
60
0
10
20
30
40
50
60
70
2015-16 2016-17 2017-18 2018-2019
ANNUAL AGGREGATES OF MECHANICAL
ADJUSTABLE HARVESTERS(TAG AND NON-TAG)
1
4
8
25
0
10
20
30
2015-16 2016-17 2017-18 2018-2019
MECHANICAL ADJUSTABLE HARVESTERS
INDEPENDENT OF TECHNOLOGY ADOPTION
GRANTS
7. 5
There has been continuous sales of the harvesting and processing technologies independent of grant
support. The most impressive has been sale of smoking kilns as 70% of all equipment produced and sold
by a total of 14 fabricators are independent of grant support. The attributes of the technologies encouraged
actors to invest in them and led to the uptake of 16 units of SSPEs and MAHs in 2015-2016; 144 units of
SSPEs, smoking kilns and MAHs in 2016-2017 and 474 units of SSPEs, smoking kilns and MAHs in 2017-
2018 by the time TAG closed in 2018. For MAH and MK, demonstrations organised by the marketers
significantly increased awareness of the functionality and benefits of improved harvesting equipment. The
benefits of reduced drudgery, timesaving and ability to harvest more FFB by using the improved harvesting
equipment is leading to increased sales.
We have also observed strong demand for equipment in some specific states compared to others. This is
probably due to economic and socio-cultural factors such as suitability of equipment viz a viz type of raw
material available, willingness and attitudes towards contributory grant schemes. In oil palm, demand for
technologies was strong in Edo state due to the presence of the improved oil palm variety (the SSPE and
MAH are more suitable for the improved Tenera than the local Dura variety) while demand was relatively
weak in Akwa Ibom state due to history of donations of such equipment by the state government and oil
companies.
The programme will leverage private sector investment to increase scale and potential for sustainability: As
TAG was a contributory scheme, it leveraged additional private sector investment for the improved
technologies as well as additional equipment deemed functional by smallholders. For palm oil, MADE’s
investment in TAG worth about NGN71.6 million leveraged additional NGN158.6 million investment in
these technologies in the region. For fish, MADE’s investment was NGN35.7 million which leveraged an
additional NGN51 million investment in the technology.
Smallholder farmers and mill users will realise increased productivity from use of improved technologies:
The net result of adoption of the improved technologies was to be increased productivity, enhanced
competitiveness and increased incomes. As reported by smallholder farmers and mill users during
outcome surveys, the use of these improved
technologies by smallholders is increasing output and
earnings. In a similar manner, commercial SSPE mills
are recording increased patronage in mills. Milling is
now a lot more hygienic and there is an average of
30% increase in oil output - a key attraction for
processors. The benefits of reduced drudgery,
timesaving and ability to harvest more FFB by using
the improved harvesting equipment is leading to
increased sales. Table 2 below provides a summary of
the net benefits to smallholder farmers and mill users.
Summary of Results by March 2019
Palm Oil Fisheries
Improved Processing
Technologies
Improved Harvesting
Technologies
Improved Processing Technologies
15
Fabricators promoting improved
processing technologies
8
Agro-equipment dealers
promoting use of MAH and MK
14
Fabricators promoting the smoking
kiln technology
204 SSPE
worth N160M sold to private and
commercial millers
60 MAH and 1,516 MK
worth N44.2M purchased by oil
palm farmer groups and
commercial harvesters
208
Technologies worth N85 Million
purchased by fish smokers and
processors
7,433
Palm oil millers and mill users
involved in SSPE demonstrations
within the region
7,361
Oil palm farmers and harvesters
involved in MAH/MK
demonstrations within the region
11,600
Fish smokers involved in smoking
kiln demonstrations within the
region
3,325 (74% women) 4,805 3,234
“Before, we got the SSPE, we did two tons of oil
palm per day with four staff/workers, but with the
SSPE we now do three to four tons per day with
three workers. The quality and volume of oil are
also better than we used to have because the SSPEs
enhance productivity. At peak seasons we have
100 to 150 gallons of oil” - Mrs. Mary Edna
Aibangbe, commercial miller
11. 9
Malaysian
Knife
70 FFB / Day 150 Imo, Akwa Ibom, Delta, Edo, Abia
Description Size (Kg) Quantity States
Fish
Kiln 50-75Kg 80 Rivers, Bayelsa, Akwa Ibom, Delta, Edo, Cross River
Kiln 100Kg 20 Rivers, Bayelsa, Akwa Ibom, Delta, Edo, Cross River
Kiln 200-250Kg 32 Rivers, Bayelsa, Akwa Ibom, Delta, Edo, Cross River
5. Carefully design offer to accompany the grants which will result in longer term adoption of behaviours
needed for a dynamic system:
The pilot was designed to get financial institutions to understand the profitability of these businesses in a
bid to get them to develop suitable asset financing products for smallholders. The original design of the
TAG was intended to achieve this through a tripartite arrangement between millers, financial institutions
(FIs) and MADE; expecting that greater awareness by the FIs would increase their willingness to lend for
the purchases. In this arrangement, commercial millers who met the selection criteria and expressed
willingness to meet the conditions for financing, would indicate their interest with any of the trained
fabricators or the FI to move forward. On meeting the FI’s requirement, an agreement would be reached
based on the funding for the equipment and promotion of the use of the material amongst mill users.
Unfortunately, despite significant engagement, no financial institution actively stepped up to lend for the
desired equipment. Therefore, the link to the financial institutions was dropped in order to get the
equipment out in the fields in the hands of promoters and users that will actively demonstrate the benefits
and functionality as a means of stimulating the demand. Fabricators and promoters demonstrating and
actively marketing the technologies became the main drivers of the change process. We also saw the need
to collaborate with medium scale actors and commercial processors interested in providing efficient fee-
based services to numerous potential buyers and users.
Photo 3. CLICE Foundation, a co-facilitator, running a demonstration after the installation of the
500kg MADE supported smoking kiln in Agwagune Biase LGA Cross River State.
6. Actively market the solution by making the offer public
To gain traction, MADE ensured the offers were made public, allowing interested market actors to apply
within the deadline. The programme circulated flyers within existing networks of appropriate market
actors.,
7. Determine who will access the subsidy and what commitments they must make in return for the assistance
provided:
13. 11
technologies, they often need to address the financing needs of their end customers and identify the right
investor for their risk profile and expected returns.
A holistic approach to developing the value proposition of technology is critical: A holistic approach, including
access to technology, finance, and markets, helps build sustainability and technology uptake over the long
term: Training farmers on a new technology is not enough to ensure adoption and sustainability as other
technologies may be required to facilitate finance and market connections as a sustainable tool for
production, income and resilience.
Understand the market and do not take anything for granted: It is important to understand what motivates
farmers and leverage local culture to encourage adoption of new technologies.
Capacity strengthening support can reinforce the ability of supply side actors to implement initiatives: In the
case of TAG the training support given to fabricators equipped them to run demos and promote the
initiative. This led to wider awareness in communities and among millers and farmers.
Limited role of facilitator in implementation of TAG ensures continuity of market changes post- grant
implementation phase. By ensuring that the market actors drive the process, which is characteristic of M4Ps,
MADE has achieved sustainable change in the technology market.
ADDENDUM
Success Stories
Oil yield increased after the adoption of Improved processing equipment
Henry Ikhile, a palm oil processor from Sobe village in Owan West LGA of Edo State attended a
demonstration of the new small-scale processing equipment (SSPE). He had ten years of experience in oil
processing; because of this, he quickly understood the value proposition of the processing time and
increased oil yield. Henry contracted Muhat, one of the trained fabricators, and made an outright purchase
of the SSPE. In the course of using the SSPE, he has demonstrated about 33% increased yield in oil extracted
from every batch, and the improved rapid processing time (the new machine processed the same amount
of fruit in 1.5 days as the old engine did in 6 days). His labour costs for processing per ton have significantly
reduced as well. With the much higher throughput, he is now able to serve more processors and has
experienced an increased upsurge of patronage by female mill users who are also enjoying the increased
economic benefits of the improved mill.
Expanded market opportunity from better quality products
Mr Fubara Dappa Wilcox is a fish farmer and processor in Port Harcourt, Rivers State. He has over 5 years’
experience in fish smoking. Following the post-harvest losses associated with artisanal methods of
smoking, he adopted the smoking kiln. Upon using the smoking kiln, he has recorded an increased rate of
processing time and an increased yield of over 25%. The artisanal machine smokes and dries fish in 2 days
with traces of the benzo-a-pyrene, which is a cancerous substance, while the smoking kiln processes in 12
hours.
Voice/ Quotes
Increase in sales of improved palm oil technology
“Prior to our partnership with MADE, machines sales were slow, about 1-3 over a year as we had focussed on
large scale millers. The engagement with MADE pointed us in the direction of the huge market potential
amongst small and medium scale millers which informed the tweaking of our model. The decision to scale
down on size and cost of the SSPE and embark on its promotion was the best we had taken in recent times as
we experienced a 300 percent increase in sales in the first year” Engineer Babatunde Abdulkareem
Managing Director, Muhat Nigeria Limited, Edo state
Better Quality of Oil from SSPE
“After attending the demonstration sessions on palm oil processing technology facilitated by MADE, I
installed the SSPE to boost productivity. Before we adopted the technology, our mill produced 6 gallons of