Value Chain Development Wiki
USAID Launches Value Chain Development Wiki. This Wiki enables practitioners and researchers to learn about emerging best practices in the value chain approach and to share their own knowledge and experience.
Entrepreneurship Research
Virtually all literature on entrepreneurship and on different policies to promote the creation of enterprises comes from Europe and the United States. Research on entrepreneurship in Latin America; in particular, in Peru, is at an early stage of development. There is a profound lack of data regarding many aspects related to the creation process; life cycle of firms and the key factors that influence competitiveness. The weakness and even absence of public strategies for entrepreneurial development is due, at least in part, to this lack of knowledge. Not only is our interest focused on Entrepreneurship, but also on Management of Technology and Social Responsibility.
Regarding the research methodology we propose to implement a mixed research method approach involving multi-industry surveys, interviews and case studies to collect empirical data. This seeks to identify patterns and regularities among these initiatives. Mixed methods are likely to produce some concepts that do not fit into existing theories or models or previous understanding but which in fact provide new complex and less evident explanations of the research questions. Case study method and survey research are a systematic way of looking at what is happening, collecting data, analyzing information, and reporting the results. The product is a sharpened understanding of why the instance happened as it did, and what might be important to look at more extensively in future research. Thus, they are especially well suited because this research project is a hypothesis-generating rather than a hypothesis-testing approach to a complex and not yet well-understood topic. In the analysis of the data, we will compare and identify patterns across cases by using tables and matrices, a tool used extensively in multiple case analyses.
Regarding the research methodology we propose to implement a mixed research method approach involving multi-industry surveys, interviews and case studies to collect empirical data. This seeks to identify patterns and regularities among these initiatives. Mixed methods are likely to produce some concepts that do not fit into existing theories or models or previous understanding but which in fact provide new complex and less evident explanations of the research questions. Case study method and survey research are a systematic way of looking at what is happening, collecting data, analyzing information, and reporting the results. The product is a sharpened understanding of why the instance happened as it did, and what might be important to look at more extensively in future research. Thus, they are especially well suited because this research project is a hypothesis-generating rather than a hypothesis-testing approach to a complex and not yet well-understood topic. In the analysis of the data, we will compare and identify patterns across cases by using tables and matrices, a tool used extensively in multiple case analyses.
Sustainable Organic Value Chains
Our primary activities are the wholesale distribution of organic food products to both supermarkets and food stores and the marketing and sales of our own branded foods, for which the production is outsourced to third parties (farmers and SMEs). We aim to continuously increase our shareholder value by capitalizing on our differentiating capabilities in category/channel management, strong brands and value-added distribution services.
Our goal is to differentiate our products and brands through rigorous adherence to authenticity. As part of this process, we will make the heritage and sources of our products more transparent, using packaging and other marketing elements to emphasize their quality, purity and originality.
A key factor in our strategy is to develop a stream of new and highly authentic products for the Premium Taste/ethnic and natural/health food markets in Europe and North America. We believe this clear focus will help to differentiate our brands from those of our competitors.
With a compact management structure, we are able to make quick decisions about which new product ideas can be turned into viable profitable lines. Our core competencies include an established expertise in sourcing ingredients, an ability to create marketable products that retain their authenticity, and an advanced understanding of how to use modern logistics techniques to ensure the fastest possible distribution to the marketplace.
Innovation is a defining element on our project. It starts with product innovation: the search for new ethnic and natural health products that will surprise and excite our customers. But innovation does not stop at products. It encompasses the whole spectrum of our business. We will find new processes, new distribution methods, new marketing techniques, new ways to analyze and understand our marketplaces. The refinement process will be continuous.
Critical Success Factors:
- We see sustainability as the core of our businesses, and we are actively working to embed the principles of sustainability throughout our processes.
- There can be no true authenticity without transparency. As long as our stakeholders can see what we are doing, we believe they will understand that we are motivated by a desire to act in their best interests – to make money for our stakeholders, to provide good working conditions for our employees, to treat our suppliers fairly, to supply our customers with premium quality food and to minimize harm to the environment.
-It will review all the ingredients we use in the light of social and environmental factors involved in their production before they reach us through the supply chain. Next, it will start the process of assessing the sustainability standards of our suppliers, to produce a ranking system that will, in future, be taken into account by our procurement staff.
- We only offer distribution services if it enables us to differentiate from our competitors or to gain a sustainable competitive advantage. Distribution is an element to strengthen our market position in relation to category management and branding. Our distribution services include vendor management, category management and local sales and trade promotions.
-Use of community leaders for the formation and mobilization of clusters. Successful training to all the participants (farmers and SMEs) and staff involved.
Establishing sustainable products through our supply chain processes:
Scientific research has confirmed that amaranth is highly nutritious, high in protein and rich in lysine, an essential amino acid. It is also high in fiber and contains calcium, magnesium, iron and other essential minerals and trace elements.
Amaranth is a very popular organic ingredient in European countries. We can launch a type of crunch-muesli with amaranth for the breakfast table. By working only with a fixed group of growers and maintaining direct contact with them, we can guarantee a constant quality and supply of the product. The growers harvest the grains, clean and pack them. Next, a SME from an urban area will process this type of crunch-muesli with the original ingredient: amaranth. We must emphasize that we do not produce a “mass product” so we do not produce large quantities. Finally, the packs are sent to our customer in Europe.
Our project aims to be the link among small-scale farmers and micro and small enterprises to markets and agri-food chains from a pro-poor perspective.
Our primary activities are the wholesale, distribution of food products to both supermarkets and health food stores and the marketing and sales of our own branded foods, for which the production is outsourced to third parties. We aim to continuously increase our shareholder value by capitalizing on our differentiating capabilities in category/channel management, strong brands and value-added distribution services. Our actions are intended to achieve a fair balance between the interests of all our stakeholders, by focusing on authenticity, transparency and sustainability.
This experience could be deployed in Andean countries because we share a set of characteristics as the socio-cultural profile of the BoP, the agricultural base, biodiversity, political framework and trade policies.
A vision and a strategy for scaling up will be developed as the first phase of a program or pilot. We have a clear vision of the appropriate scale of intervention, although it started with a pilot phase, it aimed from the beginning to eventually provide a business environment for the incorporation of the BoP (in Peru and in Andean Countries) in the value chain as providers, clients, consumers, distributors, employees and so on.
The pilot phase will be funded by local development agencies. After, the revenue will be generated from selling our products in local and global markets. Our model ensures capital-efficiency to ensure that this is scaleable.
We propose to focus the poorest regions in Peru, because these people are mainly farmers of small scale agriculture (self-consumption) or belong to small associations of farmers. It means that, in few cases, they are sellers of raw materials. We want that they become farmers of organic products or processors of bio-products (urban poor). Our aim is that they are able to export finished products as health food products and eco-products. Our role is to be in charge of design products and distribute them.
Agriculture employs about 30% of the labour force and represents about 9% of GDP. Peru’s agricultural zones include:
- Irrigated valleys of the coastal belt, which account for 60 per cent of agricultural output.
- Andean highlands, cultivated mainly by small farmers who produce basic foods for local consumption, accounting for about 25 per cent of agricultural output (for example: Ayacucho, Huancavelica, Puno).
- Tropical lowlands, producing 15 per cent of agricultural output (for example: Loreto).
The market for organic and prepared food is expected to continue to expand although at a slower rate in the future. In 2011, it is estimated that sales of prepared and packaged organic food will be $1.11 billion, an increase of 70 percent from 2006.
Our goal is to differentiate our products and brands through rigorous adherence to authenticity. As part of this process, we will make the heritage and sources of our products more transparent, using packaging and other marketing elements to emphasize their quality, purity and originality.
A key factor in our strategy is to develop a stream of new and highly authentic products for the Premium Taste/ethnic and natural/health food markets in Europe and North America. We believe this clear focus will help to differentiate our brands from those of our competitors.
With a compact management structure, we are able to make quick decisions about which new product ideas can be turned into viable profitable lines. Our core competencies include an established expertise in sourcing ingredients, an ability to create marketable products that retain their authenticity, and an advanced understanding of how to use modern logistics techniques to ensure the fastest possible distribution to the marketplace.
Innovation is a defining element on our project. It starts with product innovation: the search for new ethnic and natural health products that will surprise and excite our customers. But innovation does not stop at products. It encompasses the whole spectrum of our business. We will find new processes, new distribution methods, new marketing techniques, new ways to analyze and understand our marketplaces. The refinement process will be continuous.
Critical Success Factors:
- We see sustainability as the core of our businesses, and we are actively working to embed the principles of sustainability throughout our processes.
- There can be no true authenticity without transparency. As long as our stakeholders can see what we are doing, we believe they will understand that we are motivated by a desire to act in their best interests – to make money for our stakeholders, to provide good working conditions for our employees, to treat our suppliers fairly, to supply our customers with premium quality food and to minimize harm to the environment.
-It will review all the ingredients we use in the light of social and environmental factors involved in their production before they reach us through the supply chain. Next, it will start the process of assessing the sustainability standards of our suppliers, to produce a ranking system that will, in future, be taken into account by our procurement staff.
- We only offer distribution services if it enables us to differentiate from our competitors or to gain a sustainable competitive advantage. Distribution is an element to strengthen our market position in relation to category management and branding. Our distribution services include vendor management, category management and local sales and trade promotions.
-Use of community leaders for the formation and mobilization of clusters. Successful training to all the participants (farmers and SMEs) and staff involved.
Establishing sustainable products through our supply chain processes:
Scientific research has confirmed that amaranth is highly nutritious, high in protein and rich in lysine, an essential amino acid. It is also high in fiber and contains calcium, magnesium, iron and other essential minerals and trace elements.
Amaranth is a very popular organic ingredient in European countries. We can launch a type of crunch-muesli with amaranth for the breakfast table. By working only with a fixed group of growers and maintaining direct contact with them, we can guarantee a constant quality and supply of the product. The growers harvest the grains, clean and pack them. Next, a SME from an urban area will process this type of crunch-muesli with the original ingredient: amaranth. We must emphasize that we do not produce a “mass product” so we do not produce large quantities. Finally, the packs are sent to our customer in Europe.
Our project aims to be the link among small-scale farmers and micro and small enterprises to markets and agri-food chains from a pro-poor perspective.
Our primary activities are the wholesale, distribution of food products to both supermarkets and health food stores and the marketing and sales of our own branded foods, for which the production is outsourced to third parties. We aim to continuously increase our shareholder value by capitalizing on our differentiating capabilities in category/channel management, strong brands and value-added distribution services. Our actions are intended to achieve a fair balance between the interests of all our stakeholders, by focusing on authenticity, transparency and sustainability.
This experience could be deployed in Andean countries because we share a set of characteristics as the socio-cultural profile of the BoP, the agricultural base, biodiversity, political framework and trade policies.
A vision and a strategy for scaling up will be developed as the first phase of a program or pilot. We have a clear vision of the appropriate scale of intervention, although it started with a pilot phase, it aimed from the beginning to eventually provide a business environment for the incorporation of the BoP (in Peru and in Andean Countries) in the value chain as providers, clients, consumers, distributors, employees and so on.
The pilot phase will be funded by local development agencies. After, the revenue will be generated from selling our products in local and global markets. Our model ensures capital-efficiency to ensure that this is scaleable.
We propose to focus the poorest regions in Peru, because these people are mainly farmers of small scale agriculture (self-consumption) or belong to small associations of farmers. It means that, in few cases, they are sellers of raw materials. We want that they become farmers of organic products or processors of bio-products (urban poor). Our aim is that they are able to export finished products as health food products and eco-products. Our role is to be in charge of design products and distribute them.
Agriculture employs about 30% of the labour force and represents about 9% of GDP. Peru’s agricultural zones include:
- Irrigated valleys of the coastal belt, which account for 60 per cent of agricultural output.
- Andean highlands, cultivated mainly by small farmers who produce basic foods for local consumption, accounting for about 25 per cent of agricultural output (for example: Ayacucho, Huancavelica, Puno).
- Tropical lowlands, producing 15 per cent of agricultural output (for example: Loreto).
The market for organic and prepared food is expected to continue to expand although at a slower rate in the future. In 2011, it is estimated that sales of prepared and packaged organic food will be $1.11 billion, an increase of 70 percent from 2006.
The Future of Learning
ASTAC (Humanities, Arts, Science, and Technology Advanced Collaboratory) announced a new report called, “The Future of Learning Institutions in a Digital Age,” now available at MIT Press. The report is in response to our changing times, and addresses what traditional educational institutions must know to keep up.
Entrepreneurship and Innovation
Ernst & Young LLP released the report, Entrepreneurship and Innovation: The keys to global economic recovery, that highlights the vital importance of entrepreneurship and innovation in today’s economy. At a time when business leaders are struggling to balance short-term survival with long-term demand for growth, innovation and an entrepreneurial mindset is essential.
Open Educational Resources
UNESCO has released its first openly licensed publication. Open Educational Resources: Conversations in Cyberspace brings together the background papers and reports from the first three years of activities in the UNESCO OER Community.
Appropriate technology as a business opportunity II
There are many opportunities to increase sales by improving the environmental impact of production processes and by taking action which helps local economies. Successful approaches have been to innovate and develop new products, and to view “wastes” as potentially saleable by-products. Improved processes can also make existing products more attractive to concerned customers. Recognition as a responsible producer (informally or through formal certification) can also open the door to some markets in developed countries.
Perion is a medium sized company based in Budapest, Hungary, which makes batteries. It has created a new business line reprocessing car batteries, based on its own patented technology which has significant environmental benefits compared with the traditional process. This market opportunity developed from the company’s efforts to improve its health, safety and environmental performance and avoid heavy fines for hazardous discharges and waste. Perion then saw the opportunity to collect used batteries through its store network. The business is sufficiently profitable to pay $1 for each used battery. It brings in an extra 30 million forints per annum ($110,000) for the company.
Hindustan Lever is the Indian subsidiary of the Unilever Group. In the early 1970s its dairy factory in the Etah district was operating at only 50% capacity and incurring significant losses because of inadequate milk supplies. In 1976 Hindustan Lever established an Integrated Rural Development Program. The program set out to help farmers increase milk production, by addressing a range of farming practices that could be improved. The company sponsored education and training in animal husbandry, the development of basic infrastructure and the establishment of village development committees. Beginning in six villages, the project area expanded to more than 400. Milk supplies to the factory increased significantly to meet its capacity and the dairy is now one of the company’s most profitable units.
Temasol (Total EDF Maroc Solaire), a joint venture between EDF, Tenesol and Total, specializes in solar electrification. Its innovative project in Morocco will provide solar power to more than 58,500 rural households across 24 provinces. In the first phase (2002 to 2005), Temasol supplied electricity to 16,000 customers across four provinces. In 2005, the company commenced a second phase to install solar power for 37,000 families in 20 regions. A further stage is planned to supply an additional 5,500 households.
Through this project, each house is fitted with a solar home system comprising a solar panel, a battery and a controller. The solar panel converts the sun’s rays into electricity then stored in a battery. Electricity is available night and day to run household appliances, up to four lamps, and a socket for a television, a radio or a mobile phone charger. An electronic controller regulates the battery, storing enough power to last up to five days, allowing the equipment to run year round, even when weather is bad.
The equipment cost was partially covered by a grant to ensure affordability. Some 66% of this project is financed directly through Morocco’s Office National d’Electricité (ONE) with support from bilateral aid agencies (German bank KfW, French development agency AFD and the Fonds Français pour l’Environnement Mondial). Temasol contributes 24% of the costs and the customer provides the remaining 10% of a total investment of $35.5 million. By subsidizing the significant upfront capital investment, this financing package enables the consortium to overcome the high installation and maintenance costs of solar systems. In addition, Moroccan consumers already connected to the grid pay a tax of 2% of their monthly bill to help remote regions get access to solar power. This is one of the few solar projects worldwide based on a sustainable model and being progressively scaled up.
This innovative program not only provides solar equipment but also ensures a sustainable local service. System maintenance costs (Temasol undertakes to maintain the panels for ten years after purchase) are built into the initial connection fees. This is particularly valuable, as a traditional aid program would often fail to incorporate post installation maintenance. Once the program is completed, some 58,000 households will have access to electricity affecting the lives of 370,000 people. Bringing electricity to rural populations improves local living conditions, with light available at night safety is enhanced and youngsters can do their homework in the evenings. It allows family members to use a mobile phone to keep in touch with relatives or run a small business. These improved conditions also encourage local farmers and livestock breeders to remain on their land, rather than moving to the small towns that are connected to the grid.
Without the use of appropriate technology in these cases, a number of beneficiaries do not have access to electricity, smokeless indoor cooking devices, better incomes or a safe workplace. These cases demonstrate the owner of the company as well as the users (and communities) received benefits from the use of appropriate technology.
Perion is a medium sized company based in Budapest, Hungary, which makes batteries. It has created a new business line reprocessing car batteries, based on its own patented technology which has significant environmental benefits compared with the traditional process. This market opportunity developed from the company’s efforts to improve its health, safety and environmental performance and avoid heavy fines for hazardous discharges and waste. Perion then saw the opportunity to collect used batteries through its store network. The business is sufficiently profitable to pay $1 for each used battery. It brings in an extra 30 million forints per annum ($110,000) for the company.
Hindustan Lever is the Indian subsidiary of the Unilever Group. In the early 1970s its dairy factory in the Etah district was operating at only 50% capacity and incurring significant losses because of inadequate milk supplies. In 1976 Hindustan Lever established an Integrated Rural Development Program. The program set out to help farmers increase milk production, by addressing a range of farming practices that could be improved. The company sponsored education and training in animal husbandry, the development of basic infrastructure and the establishment of village development committees. Beginning in six villages, the project area expanded to more than 400. Milk supplies to the factory increased significantly to meet its capacity and the dairy is now one of the company’s most profitable units.
Temasol (Total EDF Maroc Solaire), a joint venture between EDF, Tenesol and Total, specializes in solar electrification. Its innovative project in Morocco will provide solar power to more than 58,500 rural households across 24 provinces. In the first phase (2002 to 2005), Temasol supplied electricity to 16,000 customers across four provinces. In 2005, the company commenced a second phase to install solar power for 37,000 families in 20 regions. A further stage is planned to supply an additional 5,500 households.
Through this project, each house is fitted with a solar home system comprising a solar panel, a battery and a controller. The solar panel converts the sun’s rays into electricity then stored in a battery. Electricity is available night and day to run household appliances, up to four lamps, and a socket for a television, a radio or a mobile phone charger. An electronic controller regulates the battery, storing enough power to last up to five days, allowing the equipment to run year round, even when weather is bad.
The equipment cost was partially covered by a grant to ensure affordability. Some 66% of this project is financed directly through Morocco’s Office National d’Electricité (ONE) with support from bilateral aid agencies (German bank KfW, French development agency AFD and the Fonds Français pour l’Environnement Mondial). Temasol contributes 24% of the costs and the customer provides the remaining 10% of a total investment of $35.5 million. By subsidizing the significant upfront capital investment, this financing package enables the consortium to overcome the high installation and maintenance costs of solar systems. In addition, Moroccan consumers already connected to the grid pay a tax of 2% of their monthly bill to help remote regions get access to solar power. This is one of the few solar projects worldwide based on a sustainable model and being progressively scaled up.
This innovative program not only provides solar equipment but also ensures a sustainable local service. System maintenance costs (Temasol undertakes to maintain the panels for ten years after purchase) are built into the initial connection fees. This is particularly valuable, as a traditional aid program would often fail to incorporate post installation maintenance. Once the program is completed, some 58,000 households will have access to electricity affecting the lives of 370,000 people. Bringing electricity to rural populations improves local living conditions, with light available at night safety is enhanced and youngsters can do their homework in the evenings. It allows family members to use a mobile phone to keep in touch with relatives or run a small business. These improved conditions also encourage local farmers and livestock breeders to remain on their land, rather than moving to the small towns that are connected to the grid.
Without the use of appropriate technology in these cases, a number of beneficiaries do not have access to electricity, smokeless indoor cooking devices, better incomes or a safe workplace. These cases demonstrate the owner of the company as well as the users (and communities) received benefits from the use of appropriate technology.
The Opportunity Equation
The Opportunity Equation, a report detailing the innovations needed to transform mathematics and science education in America. The report focuses on methods for establishing new common standards in mathematics and science that are fewer, clearer and higher, along with high-quality assessments; improving teaching and professional learning; and redesigning schools and school systems to deliver excellent, equitable math and science learning more effectively.
Tha Data.gov Challenge - Apps for America
The Sunlight Foundation along with Google, O'Reilly Media, and TechWeb announcing the Apps for America 2 Contest.
CONTEST FOR IMMERSIVE EDUCATION 3D CONTENT
The Khronos Group and the Media Grid Immersive Education Initiative are thrilled to announce the first-ever COLLADA content development contest. The gap between the current generation of video game art and virtual worlds’ graphical fidelity is closing with every new entry into the 3D web space.
COLLADA plays a growing role in these fantastic real-time, online experiences. In concert with the Media Grid Immersive Education Initiative, Khronos invitesyou to champion the application of 3D technology from video games and digital media services towards virtual worlds and Immersive Education.
FOR CONTEST DETAILS, PRIZES AND RULES VISIT: http://colladacontest.com/
COLLADA plays a growing role in these fantastic real-time, online experiences. In concert with the Media Grid Immersive Education Initiative, Khronos invitesyou to champion the application of 3D technology from video games and digital media services towards virtual worlds and Immersive Education.
FOR CONTEST DETAILS, PRIZES AND RULES VISIT: http://colladacontest.com/
Maker Faire Africa
The aim of a Maker Faire-like event is to create a space on the continent where Afrigadget-type innovations, inventions and initiatives can be sought, identified, brought to life, supported, amplified, propagated, etc. The long-term interest here is to cultivate an endogenous manufacturing base that supplies innovative products in response to market needs.
Maker Faire Africa is excited to announce that its search for Makers is now open!
There are no educational and or professional restrictions on participating as Maker. Submit your project here
Maker Faire Africa is excited to announce that its search for Makers is now open!
There are no educational and or professional restrictions on participating as Maker. Submit your project here
Organic Agriculture, Product Design and Value Chains
The main problems in Peru as poverty, low productivity, inadequate infrastructure and poorly integrated markets are often exacerbated by an under-developed agro-industrial sector. Little attention has usually been paid to the value chain through which agricultural commodities and products reach the final consumers in Peru and abroad.
Our initiative comprise a range of technical assistance and know-how, which encompass the following key areas:
A. Product design and development:
Product development links the marketing and innovation capabilities of our enterprise with its productive potential and is thus the key to transform (indigenous agricultural) resources - available in most developing countries - into tradable products. Small-scale farmers and SMES thus increase their competitiveness in both domestic and world markets and are enabled to actively participate in national, regional and global value chains. The product design and development function and related activities cover value creation (i.e., styling, design, construction and engineering) and enhancing the design quality of industrial products (i.e., selection of species; ensuring safety; authenticity, improving characteristics; functionality; performance; appearance; packaging and supply management). In addition, the marketing competence of analyzing and responding to the markets on issues such as product requirements, competition potential, segmentation, branding, and effective communication of product values to consumers is also covered. The obvious benefits to developing societies include income generation, increased efficiency and utilization of resources (e.g., elimination of post-harvest losses), preservation of the environment (e.g., through waste minimization and cradle-to-cradle strategies), and energy (e.g., reduction of weight and transport costs), thus also effectively responding to environment- and energy-related non-tariff trade barriers.
B. Quality & Environmental Management:
- Emphasis on the area of food hygiene and safety through implementation of Good Hygiene Practices (GHP) and Hazard Analysis and Critical Control Point (HACCP) systems in the food industry and establishment of food safety systems that are based on risk analysis and risk prevention, and traceability.
- Re-engineering and cost-cutting programmes for efficient production flows and competitiveness.
- Transfer of innovative technologies to small businesses in the agricultural and food sectors enhancing their competitiveness and market access.
- Auditing of food control frameworks and related regulations and assistance in establishing systems conform with international requirements based on risk analysis and traceability.
C. Integration into Value Chains:
Support to small-scale farmers and SMEs to improve their productivity and efficiency, increase their integration into value chains, and support rural livelihood diversity. This is achieved through upgrading of technical skills, process optimization, diffusion of appropriate agro-engineering systems, product innovation/diversification, and the introduction of working methodologies and guidelines, etc. Special attention is given to marketing and design support, our core service, as a means of exposing the target beneficiaries to market requirements (customers or indirect beneficiaries).
Currently, there are only two clusters of farmers (coffee and cacao) who develop a limited chain value because they produce organic coffee and cacao with little processing. Next, these commodities are processed abroad as tradable products as fair trade coffee and chocolate. We support these initiatives, but we want to go one step further, we propose to manufacturer in Peru in order to export finished products.
We will focus on the health food market as a social choice. In additional to being perceived as a healthier option, these consumers buy organic because they believe buying organics is good for the environment, support sustainable farming systems, support humane treatment of livestock, and support alternative retailers. For many of these consumers locally grown food is an important product attribute. It has the potential for high profit margins and it creates opportunities for smaller producers and processors who may have higher production costs. This market segment still presents opportunities for smaller producers and processors interested in providing products with attributes above and beyond organic.
Our initiative comprise a range of technical assistance and know-how, which encompass the following key areas:
A. Product design and development:
Product development links the marketing and innovation capabilities of our enterprise with its productive potential and is thus the key to transform (indigenous agricultural) resources - available in most developing countries - into tradable products. Small-scale farmers and SMES thus increase their competitiveness in both domestic and world markets and are enabled to actively participate in national, regional and global value chains. The product design and development function and related activities cover value creation (i.e., styling, design, construction and engineering) and enhancing the design quality of industrial products (i.e., selection of species; ensuring safety; authenticity, improving characteristics; functionality; performance; appearance; packaging and supply management). In addition, the marketing competence of analyzing and responding to the markets on issues such as product requirements, competition potential, segmentation, branding, and effective communication of product values to consumers is also covered. The obvious benefits to developing societies include income generation, increased efficiency and utilization of resources (e.g., elimination of post-harvest losses), preservation of the environment (e.g., through waste minimization and cradle-to-cradle strategies), and energy (e.g., reduction of weight and transport costs), thus also effectively responding to environment- and energy-related non-tariff trade barriers.
B. Quality & Environmental Management:
- Emphasis on the area of food hygiene and safety through implementation of Good Hygiene Practices (GHP) and Hazard Analysis and Critical Control Point (HACCP) systems in the food industry and establishment of food safety systems that are based on risk analysis and risk prevention, and traceability.
- Re-engineering and cost-cutting programmes for efficient production flows and competitiveness.
- Transfer of innovative technologies to small businesses in the agricultural and food sectors enhancing their competitiveness and market access.
- Auditing of food control frameworks and related regulations and assistance in establishing systems conform with international requirements based on risk analysis and traceability.
C. Integration into Value Chains:
Support to small-scale farmers and SMEs to improve their productivity and efficiency, increase their integration into value chains, and support rural livelihood diversity. This is achieved through upgrading of technical skills, process optimization, diffusion of appropriate agro-engineering systems, product innovation/diversification, and the introduction of working methodologies and guidelines, etc. Special attention is given to marketing and design support, our core service, as a means of exposing the target beneficiaries to market requirements (customers or indirect beneficiaries).
Currently, there are only two clusters of farmers (coffee and cacao) who develop a limited chain value because they produce organic coffee and cacao with little processing. Next, these commodities are processed abroad as tradable products as fair trade coffee and chocolate. We support these initiatives, but we want to go one step further, we propose to manufacturer in Peru in order to export finished products.
We will focus on the health food market as a social choice. In additional to being perceived as a healthier option, these consumers buy organic because they believe buying organics is good for the environment, support sustainable farming systems, support humane treatment of livestock, and support alternative retailers. For many of these consumers locally grown food is an important product attribute. It has the potential for high profit margins and it creates opportunities for smaller producers and processors who may have higher production costs. This market segment still presents opportunities for smaller producers and processors interested in providing products with attributes above and beyond organic.
Intellectual Ventures Laboratory
The mission of the Intellectual Ventures Laboratory is to work on prototyping and conducting advanced research on its technology-oriented inventions. Inventors at the Intellectual Ventures Laboratory work on a variety of projects ranging from global health and biomedical devices to responses to energy and climate challenges. One recent example is the invention of a mosquito-zapping laser fence that could track and reduce the malaria-carrying mosquito populations in affected areas.
The funding challenge
The global economic crisis is already placing pressure on the world's most vulnerable populations who, after being hit by food and fuel price hikes in early 2008, now face fallout from much softer prices and a slump in world trade. Risks will quickly loom if donor countries do not honour their aid commitments.
A new survey of donors' forward spending plans suggests an 11% increase in programmed aid between 2008 and 2010, including larger disbursements by some multilateral agencies. Debt relief may also increase slightly. However, even with the rise in 2008 and the projected increases to 2010, at least $10-15 billion must still be added to forward spending plans if donors are to meet their current 2010 commitments.
A new survey of donors' forward spending plans suggests an 11% increase in programmed aid between 2008 and 2010, including larger disbursements by some multilateral agencies. Debt relief may also increase slightly. However, even with the rise in 2008 and the projected increases to 2010, at least $10-15 billion must still be added to forward spending plans if donors are to meet their current 2010 commitments.
World Economic Forum on Latin America
Final Report from the World Economic Forum on Latin America 2009
Software Freedom Day Celebration
The season is open on registering for Software Freedom Day, which is happening this year on 19 September 2009. The first 200 teams registered before Friday 10 July will receive an SFD team pack including three SFD 2009 T-shirts, Ubuntu CDs, and a few other bits and pieces to support your day.
Prizes and competitions to incentivize change
McKinsey and Co. Social Sector Office recently published a study entitled “And the Winner Is…” examining the ways social sector organizations are using prizes and competitions to incentivize change.
Tourism 2.0
Tourism is a major economic activity in the country, especially in rural areas. Most of the community-based rural tourism entrepreneurships are led by indigenous communities and by local entrepreneurs. However, the industry has not succeeded in commercially consolidating its value, due to: (a) limited access to the various kinds of information (market, sources of financing, etc.); (b) weak business articulation in the horizontal and vertical axes; and (c) little managerial skills. The industry has a huge growth potential, considering the increasing demand from international markets with a high purchasing power, such as Europe and the USA, which have not yet been discovered.
This project intends to strengthen the chain of community-based rural tourism by incorporating an ICT services platform (B2B, B2C, GIS, Web 2.0), which will make the relationships and capabilities of the people involved in the chain of community-based rural tourism more efficient and effective, and, at the same time, they will provide Small and Medium-Sized Enterprises (SMEs) with more elements to improve their competitiveness through business and financial development services, thus improving their technical and managerial skills, too.
SMEs on community-based rural tourism do not properly exploit ICT, neither do they have staff that is skilled in business development. Those two aspects, in a context of businesses that are open to external competition, create a huge gap with large and multinational companies. Additionally, ICT gives rural tourism SMEs the chance to trade their services through the Internet, which leads to the creation of more open markets and the disappearance of intermediary men who hold abusive trading positions.
- Creation of Skills: this component will allow for the diagnosis of the enterprises’ position and it will identify the kind of training required for the development. This includes: (a) the development of a website marketplace and a collaboration network; (b) the implementation of 2.0 services and tools to promote the bond and interaction with clients; (c) electronic trading tools, B2C, B2B, and e-Marketing types; (d) design and implementation of new processes, practices, certifications and logistics for the management of tourism services.
- Financing Fund: without access to credit, the chances to invest in goods and services that contribute to improve the SMEs are almost zero. The purpose of this idea is to improve competitiveness through efficient financial services that are accessible and at low costs, which support the SMEs’ potential. The fund will be guided by successful models of online platforms, such as Kiva, Zopa and others. It will permit investors and donors to meet their beneficiaries and recover their investments upon default. The fund is maintained with the payment of loans and interests and is guaranteed by mortgages.
The pilot project will benefit a network of 200 tourist SMEs (rural communities, hotels, tour operators, craftsmen, restaurants, etc.) and other suppliers of services from the regions of Cajamarca, Cusco, Punot and Arequipa. The network is intended to grow up to 1500 participants in the 3rd year of operations. The number of beneficiaries can be extended to other SMEs dealing with other Peruvian tourist destinations, amounting to between 8 and 10 thousand SMEs.
For that purpose, we intend to create skills in the SMEs to implement Tourist Services Good Practices that ensure standardization and ICT for electronic trade (B2B and B2C), which will let them be competitive enterprises and participate in the network and in the new ways to do business, reaching new local and foreign clients, with services that abide by market standards.
Quantum Solutions is a Think Tank and an Incubator of Social Initiatives founded in 2000. The team is made up of professionals in the areas of Health, Engineering, Finance, and Entrepreneurship. The team is supplemented by the collaborators from other organizations that are committed to social development.
This project intends to strengthen the chain of community-based rural tourism by incorporating an ICT services platform (B2B, B2C, GIS, Web 2.0), which will make the relationships and capabilities of the people involved in the chain of community-based rural tourism more efficient and effective, and, at the same time, they will provide Small and Medium-Sized Enterprises (SMEs) with more elements to improve their competitiveness through business and financial development services, thus improving their technical and managerial skills, too.
SMEs on community-based rural tourism do not properly exploit ICT, neither do they have staff that is skilled in business development. Those two aspects, in a context of businesses that are open to external competition, create a huge gap with large and multinational companies. Additionally, ICT gives rural tourism SMEs the chance to trade their services through the Internet, which leads to the creation of more open markets and the disappearance of intermediary men who hold abusive trading positions.
- Creation of Skills: this component will allow for the diagnosis of the enterprises’ position and it will identify the kind of training required for the development. This includes: (a) the development of a website marketplace and a collaboration network; (b) the implementation of 2.0 services and tools to promote the bond and interaction with clients; (c) electronic trading tools, B2C, B2B, and e-Marketing types; (d) design and implementation of new processes, practices, certifications and logistics for the management of tourism services.
- Financing Fund: without access to credit, the chances to invest in goods and services that contribute to improve the SMEs are almost zero. The purpose of this idea is to improve competitiveness through efficient financial services that are accessible and at low costs, which support the SMEs’ potential. The fund will be guided by successful models of online platforms, such as Kiva, Zopa and others. It will permit investors and donors to meet their beneficiaries and recover their investments upon default. The fund is maintained with the payment of loans and interests and is guaranteed by mortgages.
The pilot project will benefit a network of 200 tourist SMEs (rural communities, hotels, tour operators, craftsmen, restaurants, etc.) and other suppliers of services from the regions of Cajamarca, Cusco, Punot and Arequipa. The network is intended to grow up to 1500 participants in the 3rd year of operations. The number of beneficiaries can be extended to other SMEs dealing with other Peruvian tourist destinations, amounting to between 8 and 10 thousand SMEs.
For that purpose, we intend to create skills in the SMEs to implement Tourist Services Good Practices that ensure standardization and ICT for electronic trade (B2B and B2C), which will let them be competitive enterprises and participate in the network and in the new ways to do business, reaching new local and foreign clients, with services that abide by market standards.
Quantum Solutions is a Think Tank and an Incubator of Social Initiatives founded in 2000. The team is made up of professionals in the areas of Health, Engineering, Finance, and Entrepreneurship. The team is supplemented by the collaborators from other organizations that are committed to social development.
Peter F. Drucker Award for Nonprofit Innovation
The Drucker Institute is calling for applications for the 2009 Peter F. Drucker Award for Nonprofit Innovation ($100,000). All US-based 501c3 registered organizations are eligible. Applications and more information are available here. Submissions are due by July 1.
Humanizing Development
The Global Photography Campaign “Humanizing Development“ aims to promote and showcase examples of people winning the battle against poverty, social exclusion and marginalization.
Everyone can participate in this global effort and contribute with a photograph: you just need to upload your photo on the campaign website: http://www.ipc-undp.org/photo/
The photos should fit in one of the campaign’s 14 thematic areas related to the Millennium Development Goals, such as fighting deprivation and expanding access to food, water, sanitation, education and health services for the poor and promoting women’s leadership and equal opportunity to develop talents.
Everyone can participate in this global effort and contribute with a photograph: you just need to upload your photo on the campaign website: http://www.ipc-undp.org/photo/
The photos should fit in one of the campaign’s 14 thematic areas related to the Millennium Development Goals, such as fighting deprivation and expanding access to food, water, sanitation, education and health services for the poor and promoting women’s leadership and equal opportunity to develop talents.
The Touch of Genius Prize for Innovation
The Touch of Genius Prize for Innovation was developed to inspire an innovator to continue the promotion of braille literacy for blind and deafblind people worldwide. The Touch of Genius Prize for Innovation ($20,000) will be granted for a new educational method, a new tactile literacy product, or a new technological advance in tactile literacy.
Qualcomm Ventures QPrize
The competition is open to entrepreneurs located throughout the world and will feature semi-final events in key locations where Qualcomm Ventures has active investment offices. Qualcomm Ventures will select one semi-finalists for each of the four contest markets: China, Europe, India and North America.
Smart Gear Competition
The completion is searching for new designs for fishing devices that reduce bycatch, real-world fishing solutions that allow fishermen to fish 'smarter' by better targeting their intended catch while safeguarding the dolphins, sea turtles and other marine life often caught unintentionally. The competition is open to eligible entrants from any profession, including fishermen, professional gear manufacturers, teachers, students, engineers, scientists and backyard inventors, offering anyone a chance to win $30,000 grand prize.
Multi-Touch Technologies
This book Multi-Touch Technologies aims to provide an introduction to the multi-touch world for all backgrounds of people, and also include sufficient information to serve as a general "handbook" for those acquainted with the field, including code examples, suppliers, and building methodology.
Multi-Touch Technologies is a unique publication in its domain in that it is released at no charge under the Creative Commons 3.0 Attribution Share-Alike license - all content found in this book is free to be re-distributed and modified under a similar license, with attribution.
Multi-Touch Technologies is a unique publication in its domain in that it is released at no charge under the Creative Commons 3.0 Attribution Share-Alike license - all content found in this book is free to be re-distributed and modified under a similar license, with attribution.
Nature - Open Innovation Pavilion
Nature and Innocentive have launched the nature.com Open Innovation Pavilion to focus on Challenges in life sciences, physical sciences and clinical medicine.
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