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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2.4.2. Internal and External Factors and Catalysts

Internal factors include a cultural context that is relatively homogeneous and open to group activities, and social capital (trust, relationships, reciprocity and social norms) that facilitate cooperation and collective action; a rationale for group formation such as advocating for better roads, bulk purchase of inputs or access to markets; members’ knowledge and resources-those who have similar interests and econom

3.2.1. Preparing for Value Chain Analysis

Once the selection process is complete and the implementing agency has evidence that the selected value chain has growth potential and will impact poverty reduction, the next step is the process of value chain analysis.

5.2.13. Assessing the Business Environment

Assessment Tools An assessment of the BEE is an essential part of value chain analysis for value chain development projects. Similarly, for policy reform projects, the first step to selecting reforms is to determine whether and how the business enabling environment facilitates or hinders the performance of key value chains.

4.3.10. Improving the Food Security of Vulnerable Populations with a Value Chain Approach

Background In many contexts there is significant overlap between vulnerability, poverty and food insecurity.[1] This is unsurprising, as food insecurity is typically a key contributor to vulnerability. Food insecurity exacerbates vulnerability both in the short run (e.g. inadequate food forces people to sell their productive assets) and long-run (e.g. poor nutrition creates cognitive challenges that lower career earning potential).

4.1.2. Common Constraints in Conflict-Affected Contexts

Examination of common constraints in conflict-affected contexts include transport, infrastructure, security, rapidly changing policy environments, shifting power relationships, weak institutions of market oversight, lack of trust, and short time horizons.

5.5.1. Impact Assessment

For more information on impact assessment methodologies, see the Impact Assessment Primer Series article #2, “Methodological Issues in Conducting Assessments of Private Sector Development Programs” and Primer Series article #3 “Collecting and Using Data for Impact Assessment.”

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.

3.2.2.4. Engaging End Market Buyers

The end-market buyers who provide valuable input for developing a value chain’s competitiveness strategy may not be its most suitable clients.

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.

5.3.2.3. BEE Ranking and Benchmarking

Ranking and Benchmarking Reports International BEE ranking and benchmarking reports—which compare enabling environment conditions across regions or countries—have gained popularity in recent years as effective tools for conducting BEE baseline assessments, facilitating dialogue and the identification of key competitiveness constraints or opportunities, and providing a means of measuring ongoing improvements in the enabling environment.

5.3.1.9. Phase 2 Tools: Communications

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.

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.

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. This analysis is usually done via a small number of targeted interviews with buyers or members of the value chain who understand how goods flow to the end customer.

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:

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.

5.5.1.3. 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.

5.5.1.4. 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.