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
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2.7.4. Frameworks for Analyzing Relationships

Introduction There are a number of distinctive frameworks that can be used to analyze and evaluate inter-firm relationships. These frameworks emphasize different characteristics of the relationships, although some characteristics are common across more than one framework. Three types of frameworks are: cooperation and competition framework transaction cost framework political economy framework Each provides a useful perspective for analyzing the effectiveness of inter-firm relationships.

2.7.3. Types of Relationships

Introduction From the viewpoint of a project implementer, inter-firm relationships may be effective or ineffective in facilitating inclusive industry competitiveness (i.e., competitiveness that enhances MSE benefits). Firms themselves may view their relationships with others in the value chain as being either supportive of their business goals or adversarial to them. Inter-firm relationships can also be placed on a spectrum from socially-based relationships to strictly commercial relationships.

2.7.1. Importance of Vertical and Horizontal Linkages to Foster Win-Win Relationships

Vertical Linkages to Foster Win-win Relationships Effective vertical linkages between firms at different levels of the value chain play a key role in supporting the upgrading capacity of the chain. For example, firms in global value chains for fresh fruits and vegetables must be able to respond quickly to changing food safety and quality standards.

1.3.7. Inter-firm Relationships - Overview

Why Relationships Matter in the Value Chain Approach A distinguishing feature of the value chain approach is the attention that it gives to relationships between firms. Effective inter-firm relationships are considered an essential component in creating and maintaining value chain competitiveness.

2.8.2. Trajectories of Upgrading

The obstacles to process and then product upgrading tend to be the lowest. These forms of upgrading are the easiest to accomplish and thus represent the first upgrading strategies firms pursue. They do not require a firm to take on new tasks in the chain or to acquire additional knowledge (they simply involve doing the same task, but more efficiently or differently within the factory).

2.8.1. Types of Upgrading

Introduction The pursuit of upgrading provides many opportunities to firms that range from increased efficiency and output to access to new market channels and industry knowledge. The types of upgrading firms undertake are characterized under the following categories:

2.6.5. Power

Power is the ability of a firm or organization to exert influence and control over other firms in the chain. Power can come from any part of the value chain structure, in many different forms. Within the chain, power comes from firms and the workers within the firms. Outside the chain, power comes from institutions created by the enabling environment and consumers. Those in possession of industry power actively shape the distribution of profits and risk through their activities.

1.3.8. Upgrading - Overview

Introduction In order to respond effectively to market opportunities, micro and small enterprises (MSEs) and industries need to innovate to add value to products or services and to make production and marketing processes more efficient. These activities are known as upgrading. Firm-level upgrading can provide MSEs with higher returns and a steady, more secure income through the development of knowledge and the ability to respond to changing market conditions.

2.6.3. Determinants of Governance Structure

Determinants of Governance Structure The form of governance can change as an industry evolves and matures, and governance patterns within an industry can vary from one stage of the chain to another. The dynamic nature of governance can be largely accounted for with three variables: the complexity of information that the manufacture of a product entails (design and process); the ability to codify or systematize the transfer of knowledge to suppliers; and the capabilities of existing suppliers to efficiently and reliably produce the product.

2.6.2. Types of Value Chain Governance

Types of Value Chain Governance The connections between industry activities within a chain can be described along a continuum extending from the market, characterized by "arm’s-length" relationships, to hierarchical value chains illustrated through direct ownership of production processes. Between these two extremes are three network-style modes of governance: modular, relational, and captive.

2.6.1. Why Governance Matters

Why Governance Matters Understanding how and when lead firms set, monitor and enforce rules and standards can help micro and small enterprises (MSEs) and other firms in the chain better integrate and coordinate their activities. Governance is particularly important for the generation, transfer, and diffusion of knowledge leading to innovation, which enables firms to improve their performance and sustain competitive advantage.

5.5.1.4. Impact Assessment Primer 4

Introduction All private sector development (PSD) programs are based on a causal model showing the causal (or logical) links between program activities and expected outputs, outcomes and impacts. Stated in less technical terms, a causal model is akin to a roadmap showing how the PSD program gets from Point A (program activities) to Point Z (program impact). Underlying the links in the causal model is a set of theorized causal relationships that program designers believe to be true.

5.5.1.3. Impact Assessment Primer 3

Introduction This contribution to the Impact Assessment Primer Series explores general issues relating to collecting and using data in impact assessments. Issues related to how data are gathered and used are addressed in sections on selecting variables, primary data collection, qualitative data collection, secondary data collection, and combining data sources.

5.5.1.1. Impact Assessment Primer 1

The private sector is the engine that drives economic growth. It is a large and growing segment of nearly all economies as well as the main source of the innovation and dynamism on which economic growth depends. Economic growth in turn is essential for reducing the prevalence of poverty in developing and transition countries. The poor benefit from economic growth in four distinct ways:

3.5.5. Performance Indicator Reference Sheet

Once the performance monitoring system has been finalized, the details should be captured in a series of Performance Indicator Reference Sheets (PIRS). The PIRS is a summary resource that describes how the performance monitoring system is operationalized. A PIRS is completed for each indicator collected in the performance monitoring system. The following table presents a sample PIRS. This is only one example of what a PIRS might look like. The precise form and content of the PIRS is left up to the project.

1.3.6. Value Chain Governance - Overview

What is Value Chain Governance? Value chain governance refers to the relationships among the buyers, sellers, service providers and regulatory institutions that operate within or influence the range of activities required to bring a product or service from inception to its end use. Governance is about power and the ability to exert control along the chain — at any point in the chain, some firm (or organization or institution) sets and/or enforces parameters under which others in the chain operate. The key parameters are:

3.5.1. Impact Assessment

Impact assessment is an evaluation whose purpose is to attribute outcomes and impacts to project operations.