Resource Library

The Resource Library serves as a broad resource hub, including over 1000 documents, training materials, wikis, and curated reports to increase readers' awareness, understanding, and proficiency of several topics in market systems development. Users have access to proposals, evaluation materials, and USAID policy updates, as well as training modules and wikis to boost skills and knowledge.

These resources are bolstered by the inclusion of curated USAID reports published on the USAID Development Experience Clearinghouse (DEC) which serves as a repository of reports from completed or ongoing USAID development projects around the globe. The full USAID Development Clearinghouse website can be accessed here.

Case Study Series: Women-Inclusive Return on Investment (WI-ROI)

These case studies profile select small and medium-sized enterprises (SMEs) that have implemented a women-inclusive intervention and can demonstrate financial returns for that investment. The case studies help address a gap in evidence from firms in lower- and middle-income countries on the return on investment (ROI) from women’s inclusion and unpack themes from USAID’s Women Inclusive Return on Investment (WI-ROI) Framework.

The case study series features:

  • By: Erin MarkelSabine GarbarinoYaquta Fatehi
Read more
A two by two grid with icons of a woman, a handshake, a turning gear, and two people with money.

Find a Resource

Showing 2407 results

2.5.4. Promoting Commercially Viable Supporting Markets

Facilitating Demand for Supporting Markets In addition to looking at the constraints of supporting-market businesses, development practitioners should address the constraints faced by value chain actors when acquiring products or services. Value chain actors who are unaccustomed to purchasing a particular product or service are likely constrained by a lack of:

5.3.1.4. Phase 1 Tools: Competitors

Boston Consulting Group Matrix - Exporters The TradeMap database can also be used to identify both global and regional competitors in different commodity groups. The output of the analysis is similar, but in this case, we are looking at exporters instead of importers of the product. As a first pass, this type of secondary analysis can paint a portrait of the relative size of the competitor (the size of the bubble), the basis of competition (low cost vs. differentiation), and the relative success of the country in global markets (annual growth rate).

2.8.7. Acquisition of Production Capability

Lead firms can be very demanding about reducing costs, raising quality and increasing on-time performance. Yet, along with high standards, lead firms can also provide knowledge and support. MSEs learn by observing what their buyers are doing or in other cases, the lead firm will transmit best practices through embedded services or provide hands-on advice on how to improve production processes and producers’ skills.

2.7.5. Buying Down Risk to Develop Win-Win Relationships

The starting point for establishing any commercial relationship is the transaction. In weak and highly confused markets the perceived risks associated with initial transactions—where trust is established—can be prohibitive. As a result, a project can use its subsidy to reduce the risks leading into a transaction, especially for new clients or for firms entering new markets where risks are perceived as too high to warrant investment.

2.8.6. Ways to Facilitate Upgrading

Inter-firm Linkages Efforts to facilitate upgrading frequently come from inter-firm linkages—where assistance is provided by lead firms via vertical relationships or through collective efficiencies realized through horizontal linkages. Furthermore, access to support services like information and communications technologies (ICT) can help MSEs strengthen these inter-firm relationships to improve their opportunities and incentives for upgrading.