Madagascar Aromatic and Medicinal Plants Value - Microlinks

ANNEX 1: METHODS
The AMP value chain analysis consisted of seven discrete steps.
1. Selection of natural product subsector or industry(ies) with significant potential for competitiveness,
employment growth, MSE participation, improved environmental governance, sustainable resource management
and other crosscutting objectives.
A panel of USAID staff and partners considered several sectors for study, using these criteria. The aromatic and
medicinal plants sector was selected as a single value chain encompassing diverse products, many of which have
relatively small markets individually but a large potential collectively. AMP initially appeared to involve a single set
of actors who work simultaneously with numerous, diverse products in order to respond to changing demand.
The value chain becomes somewhat differentiated at the producer level because of the geographic distribution of
the plants and the ecological impacts of harvesting behavior.
2. Desk study utilizing secondary materials as preparation for field study. A desk study was conducted prior
to launching the field study, including identification and synthesis of existing market research on AMP, such as
current characteristics of and trends in the global market; a bench-marking exercise to assess Madagascar’s
position in the market; and identification and synthesis of major findings in existing studies on impacts of the
selected industry on the ecology of the resource itself in Madagascar.
3. Selection of study sites based on the characteristics of the selected product including major growing areas, trade
routes, processing facilities and markets. This approach focused on AMP at the national level but noted regional
variance as appropriate.
4. Study design including survey instruments that integrate the NHWP and value chain frameworks. The research
team developed survey instruments for a variety of value chain actors, including producers, intermediaries,
processors, distributors/exporters and public sector actors. We selected survey participants by referral, starting
with end market actors and working back up the value chain. Staff of USAID/Madagascar’s BAMEX project
assisted in identifying end market actors among their clients. Our pool of survey participants was selected to
provide a broad and representative orientation to the AMP value chain. We did not use random sampling to select
survey participants, as we did not intend to generate statistical valid data.
5. Selection and training of local research team in integrated NHWP/value chain approach. Training built
on the experience of local consultants with established industry, natural resource management and business
development experience to capitalize on the integrated model for industry competitiveness and conservation.
6. Field visits, interviews and fact finding to apply the integrated framework in order to identify opportunities to
increase the competitiveness of the AMP value chain in tandem with the sustainable use and improved
management of its base in forest, periphery and non-forest zones. The research team consisted of five individuals:
Criss Julliard (AMAP-BDS), Maziar Sassanpour (AMAP-BDS), Charlie Benjamin (FRAME), Aro
Ratovonomenjanahry (independent consultant) and Pascal Ravohitrarivo (independent consultant). Over 5 weeks
(May-June 2006), the team conducted 41 interviews with 52 individuals representing different stakeholder groups
(see Table 20). These interviews focused on:
• The value chain’s main actors, critical opportunities and constraints to sustainable growth
MADAGASCAR AROMATIC AND MEDICINAL PLANT VALUE CHAIN ANALYSIS 58