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5.3.1.8. Phase 2 Tools: Choices

Detailed SWOT Analysis The end result of all the data collection and analysis conducted during Phases 1 and 2 is to first make choices about what customer segments should be pursued and what the strategy should be to pursue them. One way to integrate the four Cs above into this analysis is with a Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis. Context is used for the internal factors (SW), while Channels, Customers and Competitors are integrated into the external factors (OT).

5.3.1.7. Phase 2 Tools: Competitors

"Spiderweb" Chart Another effective way to conduct competitor benchmarking is to ask about key attributes on a quantitative scale. An example from Ecuador tourism[1] is below. This output is the result of a series of quantitative survey questions that asked outbound tour operators (channel partners) to rank a set of competitor countries on attributes that are important in the sector. Spider Diagram Ecuadorian Tourism

5.3.1.6. Phase 1 Tools: Communications

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.

5.3.1.5. Phase 1 Tools: Choices

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).

5.3.1.3. Phase 1 Tools: Customers

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.

5.3.1.2. Phase 1 Tools: Channels

Market Map 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.

5.3.1.1. Phase 1 Tools: Context

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.

3.2.2.1. Backward Market Research Process

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.

3.2.2. Conducting an End Market Analysis

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.

1.3.1. End Markets - Overview

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.

Value Chain Development Wiki

The Value Chain Development Wiki codifies good practice in value chain development and emerging learning in inclusive market systems development.

ECYMP Factsheet

ECYMP is designed to accelerate the creation of sustainable livelihoods and self-employment opportunities for vulnerable youth.