Harvard Case - Great Women: Integrating Micro-Entrepreneurs into the Regional Value Chain
"Great Women: Integrating Micro-Entrepreneurs into the Regional Value Chain" Harvard business case study is written by Howard Thomas, Lakshmi Appasamy. It deals with the challenges in the field of Social Enterprise. The case study is 22 page(s) long and it was first published on : Sep 30, 2018
At Fern Fort University, we recommend a multi-pronged approach to integrate micro-entrepreneurs into the regional value chain, focusing on social entrepreneurship and sustainable business models. This strategy aims to achieve a triple bottom line impact by enhancing economic prosperity, social well-being, and environmental sustainability.
2. Background
This case study focuses on Great Women, a non-profit organization (NPO) in Ghana, seeking to empower women micro-entrepreneurs by connecting them to larger businesses. The organization faces challenges in scaling its impact, including limited resources, lack of access to finance, and a need for improved business skills among the micro-entrepreneurs.
The main protagonists are:
- Great Women: A non-profit organization with a mission to empower women entrepreneurs.
- Micro-entrepreneurs: Women who operate small-scale businesses, often lacking access to resources and markets.
- Larger businesses: Potential buyers of goods and services produced by micro-entrepreneurs, offering opportunities for growth and scale.
3. Analysis of the Case Study
This case study can be analyzed through the lens of social entrepreneurship, impact investing, and sustainable business models.
Social Entrepreneurship: Great Women embodies the principles of social entrepreneurship by addressing a social issue (women's economic empowerment) through a market-based approach. They aim to create a sustainable and scalable solution by connecting micro-entrepreneurs with larger businesses, fostering economic growth and social change.
Impact Investing: The integration of micro-entrepreneurs into the value chain presents an opportunity for impact investing. By providing financial and technical support to these businesses, investors can generate both financial returns and positive social impact. This approach aligns with the triple bottom line framework, considering economic, social, and environmental outcomes.
Sustainable Business Models: The success of this initiative relies on developing sustainable business models that benefit all stakeholders. This includes:
- Fair Trade Practices: Ensuring fair prices and ethical sourcing for products produced by micro-entrepreneurs.
- Circular Economy: Implementing circular economy principles to minimize waste and maximize resource utilization, promoting environmental sustainability.
- Inclusive Business Models: Creating business models that benefit low-income communities and contribute to inclusive economic growth.
4. Recommendations
Phase 1: Strengthening the Foundation
- Capacity Building: Great Women should invest in training programs for micro-entrepreneurs, focusing on business skills, financial management, and quality control. This can be done through partnerships with business schools, NGOs, and government agencies.
- Microfinance Access: Facilitate access to microfinance for micro-entrepreneurs through partnerships with microfinance institutions (MFIs) or by establishing a microfinance arm within Great Women.
- Market Research: Conduct thorough market research to identify potential buyers for micro-entrepreneur products within the regional value chain. This includes understanding market needs, pricing, and distribution channels.
Phase 2: Building the Bridge
- Strategic Partnerships: Develop strategic partnerships with larger businesses, highlighting the benefits of sourcing from micro-entrepreneurs, such as ethical sourcing, community development, and access to a diverse customer base.
- Value Chain Mapping: Map the regional value chain to identify opportunities for integration of micro-entrepreneurs at various stages, from production to distribution.
- Product Development: Support micro-entrepreneurs in developing products that meet the needs of larger businesses, potentially through joint product development initiatives.
Phase 3: Scaling the Impact
- Social Enterprise Model: Consider transitioning Great Women to a social enterprise model, generating revenue through its activities while maintaining its social mission. This could involve charging fees for training programs, facilitating trade between micro-entrepreneurs and larger businesses, or developing a social impact bond (SIB) to attract impact investors.
- Social Franchising: Explore social franchising as a strategy for scaling the model. This involves licensing the Great Women model to other organizations, enabling them to replicate the program in different regions.
- Technology Adoption: Leverage technology to streamline operations and enhance transparency. This could include online platforms for connecting micro-entrepreneurs with buyers, e-commerce solutions for selling products, and mobile-based financial services.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies and Mission: The recommendations align with Great Women's core competencies in empowering women entrepreneurs and its mission to promote economic development.
- External Customers and Internal Clients: The recommendations address the needs of both external customers (larger businesses) and internal clients (micro-entrepreneurs) by facilitating access to markets, resources, and training.
- Competitors: The recommendations consider the competitive landscape by exploring innovative approaches such as social franchising and technology adoption to differentiate Great Women from other organizations working in the same space.
- Attractiveness: The recommendations are financially attractive by focusing on creating sustainable business models, leveraging impact investing, and exploring revenue-generating opportunities through social enterprise and social franchising.
6. Conclusion
By implementing these recommendations, Great Women can effectively integrate micro-entrepreneurs into the regional value chain, fostering economic growth, promoting social well-being, and achieving environmental sustainability. This approach will not only empower women entrepreneurs but also contribute to the overall development of the region, demonstrating the power of social entrepreneurship to create positive change.
7. Discussion
Alternatives:
- Government Grants: While relying solely on government grants might provide short-term funding, it can lead to dependence and hinder long-term sustainability.
- Direct Sales: Focusing solely on direct sales to consumers might limit the scale and impact of the program, as it requires significant marketing and distribution infrastructure.
Risks and Key Assumptions:
- Market Demand: A key assumption is that there is sufficient market demand for products produced by micro-entrepreneurs. The organization needs to conduct thorough market research to validate this assumption.
- Partner Commitment: The success of the program depends on the commitment of both larger businesses and micro-entrepreneurs. Great Women needs to build strong relationships and incentives to ensure sustained participation.
- Financial Sustainability: Transitioning to a social enterprise model or exploring social franchising carries financial risks. Great Women needs to develop robust financial plans and secure funding to support these initiatives.
8. Next Steps
- Develop a detailed implementation plan: This plan should outline specific activities, timelines, and resource requirements for each phase of the recommendations.
- Establish key performance indicators (KPIs): Define measurable metrics to track the progress and impact of the program, including economic benefits for micro-entrepreneurs, social impact on communities, and environmental sustainability outcomes.
- Seek funding and partnerships: Secure funding from impact investors, foundations, and government agencies to support the implementation of the recommendations.
- Build a strong team: Recruit and train a dedicated team with expertise in social entrepreneurship, business development, and impact measurement.
By taking these steps, Great Women can effectively implement its vision and create a lasting impact on the lives of women entrepreneurs and the communities they serve.
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Case Description
The case, set in mid-2017, traces the evolution of a gender-responsive regional level multi-stakeholder platform called GREAT Women ASEAN, dedicated to the economic empowerment of women micro-producers. In 2008, Jeannie Javelosa (Jeannie) and her friends Regina Francisco and Pacita Juan, had set up ECHOstore under a private entity called Earth Life Store Supply Inc. ECHOstore retailed organic products to upmarket consumers of Manila, Philippines. Identifying the potential to improve the marketability and earnings of the micro-producers, the trio founded ECHOsi, a non-profit foundation in 2009. ECHOsi helped micro-producers improve their products as well as their market base by providing market-linking and business support services through its network of business owners and intermediaries. The Philippines Commission on Women (PCW) roped in ECHOsi as the private sector partner to implement the projects of GREAT Women Programme (GWP), a Women Economic Empowerment (WEE) programme funded by the Canadian government. The efforts resulted in a seamless ecosystem of government agencies, private enterprises and non-profits collaborating to create an inclusive economy for micro-entrepreneurs. As the GREAT Women brand garnered commercial traction, its ownership was transferred to ECHOsi, which entrusted its commercialisation to Earth Life Store Supply Inc. The United States Agency for International Development (USAID) eventually identified the GWP as an ideal WEE model to be replicated in the ASEAN region. It enlisted the help of ECHOsi to integrate women micro-entrepreneurs into the regional value chain. Jeannie was in the process of creating a collaborative network of business owners, intermediaries, facilitators, donors and government agencies to sell the products of beneficiaries under the GREAT Women brand. As the impact model scaled, Jeannie had to prepare for the risks involved in franchising the social enterprise and also find the means of funding the expansion.
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