BDS market development guide.pdf - PACA
BDS market development guide.pdf - PACA
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