1 IREX Social Enterprise Orientation Training Gbanga, Liberia Kim Alter Virtue Ventures LLC.
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Transcript of 1 IREX Social Enterprise Orientation Training Gbanga, Liberia Kim Alter Virtue Ventures LLC.
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IREX Social Enterprise IREX Social Enterprise Orientation Training Orientation Training
Gbanga, Liberia Kim Alter
Virtue Ventures LLC
Part 6: Market Research Example
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Haiti Example Haiti Example Impetus for social enterprise:Impetus for social enterprise:
Poverty alleviation Poverty alleviation
Greyston, “bake brownies to create jobs”
SKOLL CENTRE FOR SOCIAL ENTREPRENEURSHIP
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Social Problems Social Problems
• Many poor people • Few economic opportunities in rural areas• Urban flight • High population of women single heads of
household• Low skilled/illiterate population• No local market for client-made products• Socio-economic situation has negative
impact on children’s health, education & quality of life
Rural Clients MarketPort au Prince
Limited Local Market
Bottleneck
Demand
Mamba
Market Study ResultsMarket Study Results
Market Access
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Design Assumptions Design Assumptions
1. Women in rural Haiti make peanut butter 2. Demand exists for peanut butter3. Clients source raw materials4. Market access is a major constraint5. Clients are entrepreneurs6. Can be a viable business 7. Social enterprise will not impact the
product or production process8. Marketing strategy focuses on distribution
and competitive promotion for “mature product”
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Services:BrandingMarketingInventory management DistributionSales
Revenue:Product mark ups
Marketing Social EnterpriseMarketing Social Enterprise
CentralizedDecentralized
TOLPA’s Value Chain TOLPA’s Value Chain
1. Clients Already Make Peanut Butter 1. Clients Already Make Peanut Butter
Yes, but …
•No standard recipe•Can make only small quantities •Never used technology in
production•Quality/consistency variable
•Hygiene a problem
2. Demand for Peanut Butter2. Demand for Peanut Butter/ Business viability/ Business viability
TRUE, but...
• Very price sensitive / Low profit margin• Lots of competition • “Mature product” • Undeveloped consumer taste for
“natural peanut butter” product• Demand-supply gaps
sales depends on constant supply complementary product can help sell need better product mix to secure commercial
contracts and increase margins
3. Clients Source Raw Materials3. Clients Source Raw Materials
True, but…
• Raw materials are seasonal storage is required for year-round production technology needed to avoid spoilage
• Capital is a constraint Cannot realize cost savings of bulk
purchase
• Coordination/management required increases overhead
4. Accessing Markets is a Constraint4. Accessing Markets is a Constraint
TRUE, clients lack…
•Marketing know how •Transportation •Knowledge of markets•Sales acumen•Contacts
5. Clients are Entrepreneurs 5. Clients are Entrepreneurs
True but… Entrepreneurs out of necessity not choice
Would prefer a job
Risk averse
Clients lack capital & access to capital
Purchase assets
Buy bulk materials
Finance working capital
6. No Impact on Production/Product6. No Impact on Production/Product
FALSE ...• Food products require stringent quality
control to sell commercially product consistency /quality /reliability Sales volume/output
• Technology inputs required increase profitability achieve economies
• Inventory management Raw materials (purchase, store, maintain) Finished products (freshness/shelf life… )
Long time to consumer causes product to change
7. Implications on Marketing7. Implications on Marketing
• New product strategy Different “perceived” benefits
• Introductory product Requires educational marketing to
penetrate market
• Need to differentiate vis-à-vis competitive positioning
• Additional new products are needed to cross-sell and increase margins
Shift in Model Shift in Model
• Entrepreneur Model Entrepreneur focused Impact focused Decentralized Entrepreneur assumes
risk Not market oriented Clients are
entrepreneurs Threat - not viable
• Enterprise Model Enterprise focused Viability focused Centralized Partner assumes risk Market oriented Clients employees Threat - clients
become laborers
New SE ModelNew SE Model
Product Mix
TOPLASalesForce
EntrepreneurGroups
SourcingProduction Storage
Design Design
•Viability and social impact May require phasing and trade-offs
•Realistic for client Social criteria & role of the client in
SE•Understand nature of demand•Based on market realities
Thoroughly test your assumptions Know your deal breakers
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Best way to learn about markets? Best way to learn about markets?
Start sellingTest market
Pilots
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Business Plan Business Plan StructureStructure Objectives
Target Market
External / internal factors Competitors/Industry
MarketingPlan
OperationsPlan
FinancialPlan
HumanResource
Plan
FinancialPlan
VisionMission
ContingencyContingency