FOROMIC Diagnostic Study of the Microfranchising Environment in Haiti October 3, 2013 Daisuke Funai...
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![Page 1: FOROMIC Diagnostic Study of the Microfranchising Environment in Haiti October 3, 2013 Daisuke Funai International Rescue Committee.](https://reader036.fdocuments.net/reader036/viewer/2022062314/56649c9c5503460f9495aad7/html5/thumbnails/1.jpg)
FOROMIC
Diagnostic Study of the Microfranchising Environment in Haiti
October 3, 2013
Daisuke Funai International Rescue Committee
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Introduction
This study was designed to inform the MIF/IDB’s agenda “to pilot and test the development of microfranchising models that provide both employment and business opportunities to people at the base of the pyramid (BoP),” particularly for women and youth.
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Introduction
• current economic activity at the BoP• income and consumer spending• enabling environment• access to finance• aspirations and interests of women and youth• complementary programs serving vulnerable women and youth
>> microfranchise sectors and companies
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Lessons LearnedEconomic Activity at the Base of the Pyramid
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Lessons LearnedIncome and Consumer Spending
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Lessons LearnedEnabling Environment and Access to Finance
• cumbersome regulations and bureaucracies• lack of production, innovation• low capacity of the workforce• dependency on imports
• Few people qualify for or use financial services.
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Lessons LearnedYouth and Women’s Aspirations and InterestsAnd Complementary Programs
• How to manage money?• How to assess demand?
• Few organizations working in youth livelihoods and lack of knowledge.
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Key Sectors and OpportunitiesPrepared Food Vendors Poultry
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Key Sectors and OpportunitiesDairy Fish
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Key Sectors and OpportunitiesAgricultural Production Mobile Banking
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Key Sectors and OpportunitiesGarment Manufacturing Artisanal Crafts
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Main criteria for the selection of these models
Identifying sectors Identifying companies
Market size Competitive Landscape
Microfranchisee’s Profile
Other factors (e.g., safety)
• proven business models; strong, recognizable brand; high management capacity; willingness for partnership; etc.
Potential for microfranchising
• feasibility of systematizing and replicating a component of its business model to scale, profitability, etc.
Microfranchise model
• Beneficiaries’ interest in working with each of the companies, minimum income benchmarks, etc.
Microfranchisee’s perspective
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Main criteria for the selection of these models
→ Brand/quality recognition→ Willingness for partnership→ Model aligns with company
strategy→ Management capacity→ Ease of conversion for
business operations→ Model maturity/readiness→ Financial feasibility → Profitability → Unmet demand / market
size / scalability→ Enabling regulatory and
operational environment→ Franchisee - ease of entry→ Conforms with international
best practice
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Main criteria for the selection of these modelsModel maturity rubric4 - highly conducive or high potential for microfranchising model
The company has conducted market studies. The company has already piloted or developed microfranchise business models. The company has already implemented a form of microfranchising and is ready to refine its
models or approaches and reach greater scale.
3 - somewhat conducive or has potential for microfranchising model
The company may have conducted market studies. The company has considered expanding through different models and strategies that resemble
microfranchising and has taken some preliminary steps to realize this vision. The company may have ideas or strategies but has yet to realize them due to nascent stages of
model development or lack of funding. The company’s current business model would be simple to systematize and replicate for
microfranchising. (e.g., food distribution)
2 - some risk for microfranchise model
The company probably has not conducted market studies and its plans for expansion are based on assumptions.
The company may have considered expanding through models and strategies that resemble microfranchising but has taken little action to realize this vision.
The company may have ideas or strategies for expansion, but these plans rely on other external variables beyond their control.
1 - high risk for microfranchise model
The company has not conducted market studies and its plans for expansion are based on assumptions.
The company may have considered expanding, but all ideas are in nascent stages and they have taken little action to realize any vision.
The company may have ideas or strategies for expansion, but these plans rely on other external variables beyond their control.
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Main criteria for the selection of these models
1. promote microfranchising as a viable, productive and sustainable strategy,
2. allow the overall strategy to reach scale,3. engage vulnerable populations such as women and
youth, and 4. promote innovative private sector development
models.
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Main criteria for the selection of these models
1. promote microfranchising as a viable, productive and sustainable strategy,
2. allow the overall strategy to reach scale,3. engage vulnerable populations such as women and
youth, and 4. promote innovative private sector development
models.
![Page 18: FOROMIC Diagnostic Study of the Microfranchising Environment in Haiti October 3, 2013 Daisuke Funai International Rescue Committee.](https://reader036.fdocuments.net/reader036/viewer/2022062314/56649c9c5503460f9495aad7/html5/thumbnails/18.jpg)
Business Models with Potential for Success
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Business Models with Potential for Success
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Business Models with Potential for Success
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Business Models with Potential for Success
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Business Models with Potential for Success
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Recommendations1. Identify priorities for microfranchising and Haiti.2. Begin with proven and simple models to quickly promote
microfranchising as a viable strategy. 3. Develop and refine more innovative models. 4. Build foundational skills and knowledge, especially with regard
to beneficiaries’ long-term financial goals.5. Use IDB and MIF’s influence to improve financial services. 6. Work with urgency to kick-start project in Haiti in order to
sustain enthusiasm, interest and momentum with companies. 7. Allow enough investment and time for strategy to develop.
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Muchas gracias.
Daisuke Funai International Rescue Committee