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Managing markets: lessons and emerging issues

Market forces in Africa. West Africa as ancient hub of tradeThe effects of colonialismNationalization and import substitutionMarket boardsStructural adjustmentContinued challenges in world markets. Between the 11th and 15th centuries West Africa exported goods across the Sahara Desert to Europe and beyond .

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Managing markets: lessons and emerging issues

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    1. Managing markets: lessons and emerging issues Diane Russell Trees & Markets World Agroforestry Centre

    4. What have we learned? Balanced roles for government, external investors, private sector and civil society No simple equation for value addition Link NRM to market incentives (e.g., forest policies) Tree crops part of overarching rural development strategy

    5. Success stories? Vanilla in Uganda Cut flowers in Kenya Cassava starch in Nigeria Groundnuts in Senegal Tobacco in Malawi Cocoa in Ivory Coast

    6. Industry standards Consumer demands National standards emerging Who bears the costs? Proliferation of certification standards

    8. Appellation

    9. What we can do Target capacity building and prepare appropriate materials

    10. Hope for the future? Government, private sector & NGOs Peter Anyang' Nyong'o MP, Minister of Planning and National Development of Kenya, spoke of the stifling red tape and bureaucracy the business community had to endure under the previous "predatory" regime. This had been reduced, and the business community now spoke with one voice through the Private Sector Alliance. Property rights, even for hawkers, are an important issue, and so is access to credit for small enterprises. He stressed the importance of having strong financial institutions and the need to lower costs of production if Africa is to be competitive.

    11. Market information modes increasing

    12. Business services expand Fair trade assistance (Phytotrade, Honeycare) Business development services (SanProta, Pride Africa, CPWild, CECI, Technoserve, EnterpriseWorks, IDE) Need more support to and integration of small traders, merchants

    13. NGOs and enterprises getting professional The study shows that, despite the inefficiencies associated with nonprofit organizations that emanate from opportunism and lack of incentives for their managers to be efficient, the organizational characteristics in the South African nonprofit sector show benefits that can counterweigh some of the above inefficiencies. Through incentive structures designed to minimize agency costs, allowing all stakeholders to participate in the project implementation, use of volunteers, project locations, and the nature of goods and services in which they specialize, nonprofit organizations in South Africa reveal a potential to minimize transaction costs. The competitive edge through transaction cost minimization, however, can only be realized if the sector can control a range of organizational inefficiencies associated with lack of ownership and opportunism.

    14. Attack structural constraints to competitiveness in Africa Investing infrastructure Promoting literacy, numeracy Strengthening African nations in world economic fora (e.g., IMF) Encouraging public-private partnerships for R&D Strong, flexible and transparent subsector bargaining bodies Promoting intermediary organizations and building skills of market actors THE BOTTOM LINE: Higher quality products

    15. Integrated rural development approach Invest in rural industries that use products Integrate traders, merchants, processors into R&D agendas Monitor resource sustainability and tree management with producers? cost effective domestication and silviculture Carry out macro and micro policy analyses and improve policy environment

    16. Un trčs grand merci á

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