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What is the Business Enabling Environment?
The business enabling environment (BEE) includes norms and customs, laws, regulations, policies, international trade agreements and public infrastructure that either facilitate or hinder the movement of a product or service along its value chain. At one end of the spectrum, conventions, treaties, agreements and market standards shape the global business enabling environment.
Once target markets are understood and a strategy for activating new market segments emerges, active communication and engagement of value chain stakeholders is critical to a real understanding of the results and sufficient confidence in the data to make business decisions that will allow firms to pursue the new proposed strategy.
Single vs. Double Loop Learning
One of the biggest challenges in upgrading the competitiveness of value chains is promoting collaboration and even rational discussion among value chain actors who may have never worked together before and probably do not trust each other.
Shaded Grid Analysis
As discussed above, the final result of end-market research is the ability to make choices about what market segments to pursue. At the end of Phase 1 for the Afghan DFN value chain, the team was looking for a clear choice on what one or two markets should be targeted for a full primary research effort. During the early months of the DFN engagement, stakeholders mentioned the following four markets as current or potentially interesting future markets to pursue: UK, Russia, India and the United Arab Emirates (UAE).
Boston Consulting Group Matrix
Identifying the best market segments for a particular value chain is challenging, yet an absolutely critical step in formulating a competitiveness strategy. Ideally, value chain projects should start from the customer or market and move backward to configure the entire industry to serve and even anticipate the needs of chosen market segments.
The first step in understanding channels is to create a market map that tracks the flow of goods from either the producer or exporters all the way to the end consumer. The objective of this exercise is to highlight the full range of distribution options available to clients in the value chain and the relative importance (in terms of volume percentages) of the various channels.
Porter’s Diamond of National Advantage
Michael Porter’s Diamond of Competitive Advantage is an excellent way to gain a quick strategic view on the status of an industry. The four components of the diamond can be used to analyze the current domestic industry and identify areas of relative strength and weakness relative to similar industries in other countries. Each section of the diamond works as a system and reinforces the inputs from the other attributes.
Once Phase 1 is completed and clear choices have been made about what markets warrant focused research, planning for a major primary research campaign can begin. In many cases, this planning starts with a vague definition of the problem at hand or a statement about the lack of information for a certain market or product.
A thorough market analysis for a value chain can take up to three months of dedicated effort, but a high-level understanding of how global markets for a product or service operate and where attractive customers may be located can be reached in a matter of weeks. In line with common practices in market research, end-market analysis can be divided into two broad categories — Phase 1 and Phase 2.
What is an End Market?
The term end market is used to indicate where the final transaction takes place in a value chain. Typically it is where the end-user is located, meaning the individual or organization for whom the product or service has been created, and who is not expected to resell that product or service. For example, creating a consumer product may entail many transactions between various value chain actors, but the end market is where the product becomes available for purchase by the consumer.