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BDS market development guide.pdf - PACA

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25<br />

Figure 10: Matching Market Analysis to Intervention Options<br />

<strong>BDS</strong> Providers<br />

Constrained by:<br />

Limited Information—<br />

about <strong>market</strong><br />

opportunities<br />

Skills Deficiencies—<br />

technical or business<br />

Operational<br />

Deficiencies—resources,<br />

systems, structures<br />

Inappropriate Products<br />

Environment—distortions<br />

and barriers to activity<br />

Intervention Options<br />

Supply-side<br />

Product<br />

<strong>development</strong><br />

Venture finance<br />

Technical<br />

assistance<br />

Training<br />

EFFECTIVE<br />

MARKET<br />

Supply =<br />

Demand<br />

Market provides<br />

solutions that<br />

SMEs want<br />

Demand-side<br />

Vouchers<br />

Matching<br />

grants<br />

Information<br />

Business Linkages<br />

<strong>BDS</strong> Consumers<br />

Constrained by:<br />

Limited Information<br />

or Awareness—about<br />

problems or solutions<br />

Valuation Problems—<br />

affecting willingness to<br />

pay<br />

Limited Resources—<br />

to assess or purchase<br />

services<br />

Environment—<br />

pervasive subsidy<br />

reduces willingness to<br />

pay<br />

Figure 10 is necessarily simplistic. In reality,<br />

interventions will often affect both supply and demand<br />

sides. Box 6 provides an example from a pilot voucher<br />

project in the Ukraine.<br />

CONCLUDING COMMENTS<br />

From the preceding discussion, and the conceptual<br />

framework for <strong>market</strong> analysis presented, four key<br />

points emerge:<br />

1. SMEs live and die within a <strong>market</strong> context. Few are<br />

actually touched by donors 18 . Designers need to<br />

first ask why the <strong>market</strong> fails to serve SMEs with<br />

Box 6: Interventions Affecting Demand<br />

and Supply Sides<br />

In a post-test survey, 17 voucher users said<br />

that they would have paid the full cost of<br />

training in computers and business<br />

accounting had they known that these<br />

services were available. This finding<br />

indicates that vouchers were able to<br />

overcome a demand-side problem of limited<br />

information, which inhibited SMEs to<br />

recognize a business problem and seek an<br />

appropriate solution. The value of the<br />

voucher was as much in the information it<br />

conveyed as the discount it offered<br />

consumers to try to services once<br />

consumers learned about their availability.<br />

The same survey revealed that providers of<br />

computer training were encouraged to<br />

develop new courses based on the feedback<br />

they received from the trainees. The<br />

injection of demand stimulated and<br />

17 Field et al., Report on NewBizNet Pilot Voucher Scheme, 1999. motivated suppliers to develop products,<br />

18 “The Application of Market Led Tools in the Design of <strong>BDS</strong> Interventions enter new (Influencing <strong>market</strong>s, the and Price develop of Soup new in<br />

Nepal)” by Jim Tomecko of GTZ presented at the Donor Committee’s relationships. Asia conference The in survey Hanoi results reported illustrates the<br />

finding from a nationwide survey of <strong>BDS</strong> consumption across multiple the sectors twin effects and learned of some that instruments.<br />

“free<br />

services” – those offered by donor partners – were a fraction of the overall <strong>BDS</strong> <strong>market</strong> estimated at<br />

$320,000 per year.<br />

Chapter Two—Where We Are Now—A Framework for<br />

Market Assessment and Intervention Choice

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