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FOROMIC Diagnostic Study of the Microfranchising Environment in Haiti October 3, 2013

FOROMIC Diagnostic Study of the Microfranchising Environment in Haiti October 3, 2013. Daisuke Funai International Rescue Committee. Introduction.

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FOROMIC Diagnostic Study of the Microfranchising Environment in Haiti October 3, 2013

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  1. FOROMICDiagnostic Study of the Microfranchising Environment in HaitiOctober 3, 2013 Daisuke Funai International Rescue Committee

  2. 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.

  3. 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

  4. Lessons Learned Economic Activity at the Base of the Pyramid

  5. Lessons Learned Income and Consumer Spending

  6. Lessons Learned Enabling 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.

  7. Lessons Learned Youth and Women’s Aspirations and Interests And Complementary Programs How to manage money? How to assess demand? Few organizations working in youth livelihoods and lack of knowledge.

  8. Key Sectors and Opportunities Prepared Food Vendors Poultry

  9. Key Sectors and Opportunities Dairy Fish

  10. Key Sectors and Opportunities Agricultural Production Mobile Banking

  11. Key Sectors and Opportunities Garment Manufacturing Artisanal Crafts

  12. Main criteria for the selection of these models Identifying sectors Identifying companies

  13. 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

  14. Main criteria for the selection of these models Model maturity rubric

  15. Main criteria for the selection of these models promote microfranchising as a viable, productive and sustainable strategy, allow the overall strategy to reach scale, engage vulnerable populations such as women and youth, and promote innovative private sector development models.

  16. Main criteria for the selection of these models promote microfranchising as a viable, productive and sustainable strategy, allow the overall strategy to reach scale, engage vulnerable populations such as women and youth, and promote innovative private sector development models.

  17. Business Models with Potential for Success

  18. Business Models with Potential for Success

  19. Business Models with Potential for Success

  20. Business Models with Potential for Success

  21. Business Models with Potential for Success

  22. Recommendations Identify priorities for microfranchising and Haiti. Begin with proven and simple models to quickly promote microfranchising as a viable strategy. Develop and refine more innovative models. Build foundational skills and knowledge, especially with regard to beneficiaries’ long-term financial goals. Use IDB and MIF’s influence to improve financial services. Work with urgency to kick-start project in Haiti in order to sustain enthusiasm, interest and momentum with companies. Allow enough investment and time for strategy to develop.

  23. Muchas gracias. Daisuke Funai International Rescue Committee

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