presentation by s¸ren borch, condiv consulting - danish
TRANSCRIPT
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ConDivEco-businessSøren Borch Africa50.dk, Sustainable business [Africa50-2010-09-24-presentation.ppt]
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Sustainable Business and Value Chains Management
in the Developing World
Søren M. BorchEngineer M.Sc., and Business economist Ph.D.
Business innovation consultantAdvisor in eco-business, Danida, 2006-2009
www.condiv.dk
1. Introduction
2. Business is Business Fair Qualities
3. Free choice themes
4. Business development models
5. Questions and comments
6. Final remarks
Africa50.dk conference24 September 2010
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Example: Sundried fruit
MarketsMéxico, USA, Europe
Drying with Solar Energy
Alimentos Campestres (“Country side foods”)
Individual farmers’ and groups’ production
Preparation
Supermarkets
Transport
Packing and design of
display products
ClientsSuppliers Producer
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Example: Tourism
Serv
ice d
elivery
Natural environmentand Social community
Cultural & Natural Circuit
Fundación Solar,Commercial NGO
Tour operatorsnat’l and internat’l
Local individual guides
� Marketing and improvement of community tourism in San Juan la Laguna, Sololá, Atitlán, Guatemala.
ClientsSuppliers Producer
International tourists
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Successes of actors related to Premaca
Mora Lenca- black berries- clean production- CSR
Award / Prize in Honduras (FUNDER)
Chirrepec- Fair Trade tea
Mabeli- Spa products
Danida- Institutional- Export support
Award / Prize in Guatemala (AGEXPORT)
Premaca = Regional Environment Programme in Central America, DanidaPremaca-4 = Component 4 on Eco-business, 2006-2012
... and 1000’s of new or improved jobs in sustainable businesses
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Centre Sanghaï in Benin
Source: Arte Reportage "Ferme modèle au Bénin" http://www.arte.tv/fr/Videos-sur-ARTE-TV/2151166,CmC=3252748.html
Director Godfrey Nzamujo, educated as electronic engineer in the USA, since 1980’s back in Benin.•400 workers produce fish food, fish, pigs, methane etc•enthusiasm, entrepreneurship, local material, local market
Africa or Central America, eco-business successes look alike.
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Management for sustainability
Management is the work of managers.
Good management is the “sine qua non” for sustainability.
I shall look at today’s conference theme from the management profession’s point of view.
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>> BUSINESS IS BUSINESS >>
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Porter’s Generic Value Chain (internal)
Firm infrastructureGeneral management, finance, accounting, legal, quality control, government affairs
Inboundlogistics
Receiving, storing,
distribution, vehicle
scheduling.
Operations
Machining,assembly, test, packaging, print
Outboundlogistics
Order processing,warehousing,distribution
Service
Installation, reparation, spare parts
Marketing & sales
Communicat.advertising,sales force, PR
Human Resource ManagementRecruiting, training, development, compensation
Technology developmentTechnology, know-how, machines, procedures, development of products and processes
ProcurementBuying raw materials, office equipment, machines, buildings Margin
Profit
Seco
nd
ary
/ su
pp
ort a
ctiv
ities
Primary activities
Basic functions in a company: Independent of countryGood functioning is betterthan bad functioning
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Single business link
Business link
Product
P = Producer
C = ClientP C
A business link implies a commercial relation
with transaction of products or servicesfrom a seller (producer) to a buyer (client).
It is the most simple version of a chain.
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Simple business chain
P = Producer
C = Client
CP
C
Product
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Detailed productive chain
P = Producer
C = Client
C
Link
Product
P
P
P
P
P P C
CC
C
CC
C
C
C
C
C
V
V = Supplier
T
T = Transporter
B
B = Bank
N
N
S
S
S
N = Norms Certificator
S = BusinessServiceProviders
V
V
Productivechain
E
E = Packing
T
A productive chain is a business network of links, all with relevant relations, directly or indirectly, to some central activities
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Simple value chain
P = Producer
C = Client
C
Link
Product
P
P
P
P
P P C
CC
C
CC
C
C
C
C
C
V
V = Supplier
T
T = Transporter
B
B = Bank
N
N
S
S
S
N = Normalization Standards
S = BusinessServiceProviders
V
V
Productivechain
E
E = Packing
T
A value chain is a part of a productive chain in which the actors have an alliance and corresponding governancesystem with the goal of producing and marketing products or services of added value
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Complex value chain
P = Producer
C = Client
C
Link
Product
P
P
P
P
P P C
CC
C
CC
C
C
C
C
C
V
V = Supplier
T
T = Transporter
B
B = Bank
N
N
S
S
S
N = Normalization Standards
S = BusinessServiceProviders
V
V
Productivechain
E
E = Packing
T
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Marketing mix, 4P-model
Ref: Philip Kotler, ”Marketing management”
TargetMarket
Product
- Features- Quality- Packaging- Size- etc
Product
- Features- Quality- Packaging- Size- etc
Price
- List price- Discounts- Payment - Credit- etc
Price
- List price- Discounts- Payment - Credit- etc
Promotion
- Advertising- Personal selling- Sale promotion- PR- etc
Promotion
- Advertising- Personal selling- Sale promotion- PR- etc
Place
- Logistics- Channels- Locations- Inventory- etc
Place
- Logistics- Channels- Locations- Inventory- etc
The model is useful in all countries.- “Quality” is the right combination seen through the customer’s eyes
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Competitive power
Producer
Buyer
Bargaining powerB vis-a-vis P
Local
Buyer
National
Buyer
International
Local
National
International
Supplier
Bargaining powerS vis-a-vis P
Supplier
Supplier
Local
National
CompetitorInternational
Competitor
Competitor
PowerC vis-a-vis P
Start with the low hanging
fruit
Local competitors have the same
problems
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Competition from Asia
Same cost:•China 4 containers•Africa 1 container
Wage and flexibility:
•Indonesia cheaper and faster than Central America
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Culture: Denmark vs Guatemala
Source: www.geert-hofstede.com/hofstede_dimensions.php
NotesPDI: Power Distance IndexIDV: Individualism MAS: Masculinity UAI: Uncertainty Avoidance Index
Gert Hofstede’sTM Cultural Dimensions
Denmark and Guatemala are almost totally the opposite.
A big challenge for development aid and B2B.
Attitude of managers.
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Cultural groups in Guatemala… it is not just a clean cut Denmark–Guatemala difference. It is multidimensional:
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The “top manager” in the front
At the opening of the "Forum for alliance between the public and the private sector for development of competitive power". Source: Prensa Libre
President Àlvaro Colom of Guatemala sings the national hymn alone.
Nobody else attended the meeting on time at 9:00 AM!!
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The managers are key drivers
•improve operations•honour end user
•train employees•business culture
•be change agent•get beaten, and get on
•use strategic partners•use strategic customers
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>>SUSTAINABILITY QUALITIES >>
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Sustainable business
Distribu-tors
Produ-cer
ProductsServices €
MarketPayment from the market
1. Economic
UsersSuppliers
2. Social
Natural and agricultural area, work spaceNatural and agricultural area, work space3. Environmental
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Sustainability, different conceptsGoal oriented (more or less the same, i.e. economy, environment, social):- Sustainable = 3 x sustainable (often only “environmental”, when used alone)- Eco-business (not “ecological”, but 3 x sustainable)- 3B: 3 x bottom line - 3xP: People - Planet - Profit
My
ow
n rough s
um
mar
y
Means oriented (how to get there):- CSR, Corporate Social Responsibility, from the big/rich to the small/poor- CSI = Corporate Social Innovation (CSR focused on innovation)- Inclusive Business, including poor business in value chains or clusters
(as supplier, distributor or customer with big corporations)- BOP = Base of the Pyramid, market at the bottom of the global economy- BoP, Bottom of the Pyramid, from the small/poor producers and up and out- BoP 2.0: Bottom of the Pyramid involving the resource base in developing countries- M4P = Making Markets Work for the Poor- B2B = Business to Business, Danida - Fair trade- Solidarity economy- 3B-crea: 3 Bottom line including Creativity (out of the box thinking)- 3B-innovation: 3 Bottom line including Innovation (Innovation = Creativity + Implementation)- People-centred innovation, employee-driven, user-driven- Cradle-to-cradle (environmental)
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“Time window” as a quality
We need the Guatemala cabbage in week 24.
If not, forget it!In week 25 we get the next load
from Honduras.
Super market in El Salvador
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Tracking: “Where is it?”
When will my load be here??
I am happy that my value
chain includes a reliable
transporter
It is here, now
You will have it tomorrow at 3 PM
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Tracing: “Where does it come from?”
Farmer 132
Farmer 739
Batch 32
Batch 14
I am happy that we have
this registration system.
But it takes a lot of work!
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FSC certified wood
COATLAHL in Honduras sells FSC* products to COOP in Denmark.COATLAHL is supported by the Danish NGO Nepenthes:•sustainable forest production•quality carpentry work in their own workshop
FSC*: Forest Stewardship Council, certification of wood.
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Ethical qualities
Fair Trade
Organic
Child labourDemocracy
i.e. consider the interests of other people or living things (apprx :-)
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Global Compact, a UN tool for business
Source: http://www.unglobalcompact.org/aboutthegc/thetenprinciples/index.html
Human RightsPrinciple 1: Businesses should support and respect the protection of internationally proclaimed human rights; and Principle 2: make sure that they are not complicit in human rights abuses.
LabourPrinciple 3: Businesses should uphold the freedom of association and the effective recognition of the right to collective bargaining; Principle 4: the elimination of all forms of forced and compulsory labour; Principle 5: the effective abolition of child labour; and Principle 6: the elimination of discrimination in respect of employment and occupation.
EnvironmentPrinciple 7: Businesses should support a precautionary approach to environmental challenges; Principle 8: undertake initiatives to promote greater environmental responsibility; and Principle 9: encourage the development and diffusion of environmentally friendly technologies.
Anti-CorruptionPrinciple 10: Businesses should work against corruption in all its forms, including extortion and bribery.
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Definition of eco-business
Structure•Planes•Rules
•...
Actors•Training
•Composition•…
Technology•Process
•Machinery•....
Mission•Product
•Market segm.•....
OrganizationThe “eco-quality” can show
itself in several areas
Eco-dimensions*Goal = 3 x sustainable
Environmental
Social Economical
BusinessCommercialproduction and sales of a product or service
€
Eco-business
€ +
+
+*Eco here does not imply
“ecological” in a narrow sense
like organic.
It is rather “eco” in the sense of a
balanced system, expected to be sustainable in the future.
This is a model for handling the complex discussion
of “eco-business”
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More or Less “Eco”
Eco-business
€÷
+
+
Non Little Some Much Very much
Eco-business
€ +
+
+
Eco-business
€+
+
+A
ccep
tab
le
Environmental
Social Economical
Structure
Actors
TechnologyMissionMulti-dimensional ==>
No simple or objective way
to estimate degree of ”eco”
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Balanced sustainability
Eco-business
€+
+
+
Environmental
Social Economical
Each case - and manager -determines the trade offs
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>> FREE CHOICE THEMES >>Choose between .....
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>> DEVELOPMENT MODELS >>
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Development project
“A Business” is not “A Project”
Future situation
2008 2009 2010 2011
Actual situation
The operational business
Never call the operational business a “project”!
To the business wo/man, it is the essential living organization.
Projects are of limited scope (time and activity),
and are the “business” of development consultants.
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Deep change, many people ...
Acquaintance
•repeat•thing or routine
Knowledge
�understand,use�intellectual
Attitude
�accept, belief�psychological
Behaviour
�do, incorporate�culture
Cross organisat.
•Organ <-> Organ
Organisation
•Group <-> Group
Gruppe
•Individ<->Individ
Individual
Superficial Deep
Few
Many
No cell is ”the correct cell”. It depends on +/- in each case
SeminarSeminar Personnel exchange
Personnel exchange
Learning onthe job
Learning onthe job
CourseCourse
Examples of change strategies based on change of personnel competencies
Integration invalue chain
Integration invalue chain
Change depth
Nu
mb
er
of
pe
op
le
TrainingTrainingMore comprehensive, m
ere complex
Longer time, m
ore resources, h
igher risk
Bigger potential effe
ct !!
This rule is true in all countries
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Thoughts about change
Nobody likes change, even to the better
Søren Kirkegaard (Danish philosopher)
We had such a calm and cosy time
Rather skilled in a bad system, than beginner in a good system
One could fear that ....
And me, I had just conquered the real powerIt is probably just some
nonsense, like the last time
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Conflict is necessary
Organizationalperformance
ConflictlevelLow
Low
High
HighOptimalconflict level
Try to avoid all conflict, and you get low performance
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Conflict types
Conflict of interest•Different wishes and needs•Whose demand comes first?•Negotiate and compromise
Conflict of understanding•Different understanding and perception•What is right and ok?•Be together and talk about it
Conflict of power•Different influence and will•Who will decide?•Fight or be put in place
Conflict of values and attitudes•Different attitudes to quality, work time, honour,..,•What should we prioritize?•Be together, and agree on rules of game
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Conflicts and managers
Managers must:
•foresee conflicts
•plan appropriate level
•mediate
•mitigate
•find solutions
•.....
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Agro-business model
Strategy :- push/integral strategy- product and process- management and investment
Risk, assumption, complexity:- market demand is there- bottleneck is volume and quality- clear focus, one business
FUNDER (4b)- 3-phase model, 4-8 years- savings programme- directly involved
1. Agro-business
Development Model, Danida in Central America, Premaca-programme
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Business chain model
Strategy:- pull/integral strategy- specific client demand- technical assistance
2. Business chain
Risk, assumption, complexity:- bottleneck is market demand - credit is available- motivation comes from demand
AGEXPORT (4a)- 2 year model- not start from bottom- administer developm.aid
Development Model, Danida in Central America, Premaca-programme
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Business cluster model
Strategy:- integral, bottleneck strategy- multi-sector synergy - private - public
Risk, assumption, complexity:- regional closeness motivates- complex strategy- sub-optimizing is not enough
FIDE (4b)- Long time horizon- not start from bottom- mediate and inspire
3. Business cluster € §
Development Model, Danida in Central America, Premaca-programme
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Why value chain?
Some advantages of value chains:
•Gets change going now
•Promises a “better life”, “something better”
•Opens up to the free market
•Facilitates access to rich markets for poor producers
•Motivates managers
•Gives jobs to people
•Good learning process
•…..
Some advantages of value chains:
•Gets change going now
•Promises a “better life”, “something better”
•Opens up to the free market
•Facilitates access to rich markets for poor producers
•Motivates managers
•Gives jobs to people
•Good learning process
•…..
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Choosing the right chain modelChain models focus on “commercial relations”, alternatively to “technology”,
“credit”, “education”, “environmental conscience” or other elements.
The choice of chain model is essential:
•Defines the methodology of the development program
•Implies more or less complexity
•Influences motivation
•Demands corresponding models for governance, facilitation and criteria
•Defines need for alliances
•etc
It is very important to be explicit and professional when choosing model.
You focus on the elements you have chosen,
and hope for the rest to work out.
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Some other chain models
Integral development:-families-schools, housing-health-.......
Strategy :- self supply -> market profit- differentiation- bottom-up innovation
Risk, assumption, complexity:- limited risk, expensive- tradition is the bottleneck- local, small step, family scale
NGO & Government- traditional model- livelihood-
Micro-agriculture
Inclusive Business
- win-win possibility- business relation- the rich involves the poor - in a “good” way As supplier or customer
Leadcomp.
Organization development:-capacity and conscience training-social-.....
They can be used:- in combination- one after the other- as sub-models
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Different private sector approaches
Business chain complexity:•Value chains•Clusters•Business to Business B2B (bilateral partners with Danish lead firm)•…..
Commercial politics:•Import / export restrictions and quota•Standards (food security, environment, work conditions, ….)•Fair trade movement•WTO, EU agriculture, …..
Functional areas:•Technology transfer•Cleaner production •Marketing (ex: CBI, Centre for Promotion of Imports from developing countries, agency) of the Netherland Government.•Training
Business environment:•Legislation•Schools•Credit facilities (micro or trad. bank)•Public services•Leader training•Professional consultants
Micro or macro•Individual businesses •Selected sectors (Agriculture, Tourism)•Geographic communities•National countries•Multinational regions•Global context
Supplementary criteria for development aid:•Environmental•Social•Self supply, equality, growth•Human rights
Primary focus. You focus here - and hope for the rest to work out
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>> Questions and comments >>
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>> Final remarks >>
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Local business culture
Poor peoples’ situation and background:
•Lack of education (low human capital). A simple farmer cannot have or easily acquire know-how for new products and processes
•Difficult access to credit (low financial capital)
•Simple technology (low physical capital)
•Lack of trust in others (low social capital, civil war and colonization)
•Environment full of bureaucracy
•Environment influenced by criminality
•Feudal and paternalistic culture(reinforced by traditional Finca-, State- and Int’l Aid culture)
•Family size business even though not efficient (high transaction costs)
•Short sighted and risk averse
•>>Life is difficult for the small business wo/man
… in Guatemala and Honduras, and Africa?
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Two opposite help style
Paternalist style Peer-to-peer style
TA*: Parent <-> Child TA*: Adult <-> Adult
"We like docile partners !" "We like independent partners !"
"We know best !" "We all have valuable knowledge !"
"Do this !" "Considere this !"
"Understand it now !" "Learn by doing !"
"Copy my model !" "Take inpiration from these models !"
"We love you !" "We respect you !"
"We will save you !" "You must save yourself !"
TA*: Transaction Analysis, communication Parent – Child – Adult
Both styles have their pro’s and con’s,Peer-to-peer style goes best with independent,
entrepreneur type business people
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Guatemalan Mayans at anInternational food fair
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ClientsSupplier Producer
CSR and Inclusive business: Shrimps
Production of shrimp larvae
“Driver” from Mayasal
Production of shrimp in family based ponds
Artisanal cooking Sales from family
Sales directly to restaurants
Sales via Mayasal’schannels
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Business brands from Guatemala