iDE es una organización que gestiona proyectos en más de 11 países con un presupuesto de 150 millones de euros. Desarrollan negocios inclusivos centrándose en las personas y siempre diseñando, estos negocios, adaptándolos a la sociedad a la que quieren ayudar. ¿Quieres comprender como dan el último paso? Aquí te lo cuentan.

1. Copyright©2014porFundaciónCODESPA.Todoslosderechosreservados
Negocios Inclusivos:
proceso de distribución
II CONFERENCIA INTERNACIONAL DE NEGOCIOS INCLUSIVOS 2017

2. Entrepreneurs
are everywhere
Mission to create income and livelihood
opportunities for poor rural households
Entrepreneurs
are everywhere
F. Conor Riggs
CODESPA, Madrid
23 Feb 2017
criggs@ideglobal.org
Building a Lifeline of Opportunity through Last Mile Delivery

3. 1 WHO is iDE (in Bangladesh)?
2 WHAT do we do in Last Mile Delivery?
3 HOW might we transfer our results?
Today’s Conversation

4. 1 WHO is iDE (in Bangladesh)?
Today’s Conversation

5. Country Programs
11
Asia, Africa, and Latin
America
Founded
1982
Portfolio
250
Projects in market and
private sector developed
Value
150
Million
Our Team
1,200+
Employees Worldwide
Donors
90
USAID, the Bill and Melinda Gates
Foundation, DFID, CIDA, and the
World Bank
Awards
10
International development
and design awards since
2004
Introduction to iDE

6. iDE Pillars
Start with People
Design to Context
Tailored to meet local contexts:
social, cultural, political, and
environmental. Focus on technology
designs that fit within the context of
each particular farm, village, region,
and country
Business Delivers
Mobilize private sector by building a
strong business case for marketing
to the poor. iDE creates financially
viable social enterprises that are
dedicated to social, environmental,
and financial goals
Results Rule
iDE is pioneering a dynamic cloud-
based information system that
connects every segment of our
operations
Using Human-Centered Design to
develop a deep understanding of
people’s lives to inspire our designs
and market-based ideas

7. iDE uses a market-oriented development model to improve the lives of the low-income
groups. We seek to understand base-of-the pyramid customers, analyze market
constraints, and explore high-value market opportunities - with the ultimate goal of
catalyzing pro-poor change that is sustainable, scalable, and inclusive.
AGRICULTURE FOR
ENTREPRENEURS
MARKETS
FOR WASH
ACCESS TO
FINANCE
iDE’s Thematic Foci

8. 2 WHAT do we do in Last Mile Delivery?
Today’s Conversation

9. Macroeconomic
‘Missing Middle’ between public funding/research and
private investment leaves many low-income people
without supply
iDE’s LMD Job:
Bridging the ‘Valley of Death’ through external investment
Microeconomic
Successful commercialization of a last mile business
model faces significant risks before success can be
realized

10. “@iDE, we HEAR, CREATE & DELIVER for
inclusive businesses across PEOPLE,
PROCESS, PRODUCT & PERFORMANCE in
order to generate greater QUALITY, TRUST &
DE-RISKING from the ‘first’ mile to the ‘last’”
Our ‘Pitch’ to Inclusive Businesses

11. The Treadle Pump:
Last Mile Delivery
Success, or Failure?
(Depends on How You Look at It)

12. “A Startup is a temporary
organization in search of a
scalable, repeatable,
profitable business model.”
- Steve Blank & Bob Dorf, The Startup Owner’s
Manual

13. “A Startup is a temporary
organization in search of a
scalable, repeatable,
profitable business model.”
- Steve Blank & Bob Dorf, The Startup Owner’s
Manual
The effective ‘Startup’ for the
Last Mile ensures inclusion of
QUALITY, TRUST & DE-RISKING

14. iDE’s Last Mile Delivery Approach:
1) Build an Effective ‘Startup’
1. HEAR
(Explore)
2. CREATE
(Experiment)
3. DELIVER
(Expand)
PEOPLE Appreciative
Inquiry
PROCESS
Human-Centered
Design
Making Markets
Work for the Poor (M4P)
Strategic
Partnerships Process
PRODUCT Agile Management
/SCRUM
PERFORMANCE Adaptive
Management
DCED Standard for
Results Measurement

15. iDE’s ‘Startup’ Model @ BAN

16. Impact At-A-Glance (BAN 2016)
99, 997 + 105,045
Households Reached
Directly/Indirectly
$ 148
Avg. Increase in
Annual Income
11.8
Cost-to-Benefit
Ratio
499,885 +
524,174
Individuals Reached

17. FARM BUSINESS ADVISORS
Freelance entrepreneurs are loosely
organized into a network that facilitates
supply of ag inputs and output mkting.
WASH-NUTRITION SELLERS
Small business associations for WASH
MSMEs utilize Nutrition Sales Agents to
generate and capture demand
Last Mile Delivery @ iDE BAN
(4,254 Active Entrepreneurs & Growing)
LOCAL SERVICE PROVIDERS
Independent dealers incentivize local
entrepreneurs to buy ag machines and
provide rental services
490
1,631
318
1,815

18. FARM
BUSINESS
ADVISOR

19. Farm Business Advisors (490)
Reaching 100+k HHs in input & output marketing
1. HEAR 2. CREATE 3. DELIVER
● Figure out what makes a good intermediary in
the value chain/market
● Uncover the barriers to doing it yourself (e.g.
mobility, economies of scale)
● Develop & deliver training program
● Develop FBA typology/categories for rapid
monitoring & technical assistance
● Assess FBA networks - value add or not?
● Screen FBAs for QUALITY, TRUST & DE-
RISKING
● Execute freelancing & dealership promotion to
lead firms
FBA Network
Farm
Business
Group
FBAs
Farmers

20. WASHNUT

21. WASH-Nutrition Sellers (1,631+318)
200k+ toilets sold + 50+k HHs nut access since 2014
1. HEAR 2. CREATE 3. DELIVER
● Conduct HCD deep dives
● Market mapping and value chain
analysis
● Understand latent demand for
upgrading
● Ensure mobility is understood
● Supported development of SaTo Pan - mass producible
product, w/ American MNE
● Developed improved latrine product for mass production
w/ Bangladeshi lead firm
● Supported lead firm with training for latrine producers
● Supported Nutrition Sales Agent pilot initiative
● Incentivized latrine producers to formalize
‘Sanitation Business Associations’ for
aggregated demand
● Screen w/in SBAs for QUALITY, TRUST & DE-
RISKING
● Connect SBAs to lead firm
Sanitation
Business Association
Sanitation
Business
Nutrition
Sales Agent

22. LOCAL SERVICE
PROVIDER

23. Local Service Providers (1,815)
33k HHs served since 2013 and rapidly growing
1. HEAR 2. CREATE 3. DELIVER
● Value Chain Analysis
● HCD deep dives
● Exposure visits
● Modify machines based on user feedback
● Support marketing strategy by lead firms for machines
● Discover the details of the business model (e.g. size,
marginal returns, max coverage area)
● Establish credit mechanisms
● Explore domestic production for lead firms
● Screen LSPs for QUALITY, TRUST and DE-RISKING
● Incentivize dealers to drive the overall system
Machinery Dealers
LSPs
Block Managers

24. iDE’s “Firm to Farm” Last Mile Delivery Model @ BAN

25. 3 HOW might we transfer our results?
Today’s Conversation

26. iDE’s “Firm to Farm” Last Mile Delivery Model @ BAN

27. DONORS
Australian Aid
Australian Red Cross
Bill & Melinda Gates Foundation
Department for International Development,
United Kingdom
Duke Energy
Embassy of the Kingdom of the Netherlands
European Union
German Federal Ministry for Economic
Cooperation and Development
Overseas Private Investment Corporation
Swedish International Development
Cooperation Agency
Swiss Agency for Development and
Cooperation
Thermofluidics Ltd.
United Nations International Children’s
Emergency Fund
United States Agency for International
Development
Wellcome Trust
World Bank
PUBLIC SECTOR PARTNERS
Agricultural Information Services
Bangladesh Agricultural Development
Corporation
Bangladesh Agricultural Research Council
Bangladesh Agricultural Research Institute
Bangladesh Agricultural University
Bangladesh Institute of Development Studies
Bangladesh Institute of Nuclear Agriculture
Bangladesh Rice Research Institute
Department of Agriculture Extension
Department of Fisheries
Department of Livestock Services
Department of Public Health Engineering
Directorate General of Family Planning
Bangladesh
Government of Bangladesh
ACADEMIC PARTNERS
George Washington University
Carnegie Mellon University
PRIVATE SECTOR AND FINANCE PARTNERS
A. R. Malik Seed Company (Pvt.) Limited
ACI Godrej Agrovet Private Limited
ACI Motors
ACI Seed
Acme Agrovet & Beverage Ltd.
Action in Development
Advanta
Agrico
Alim Industries Ltd.
Electro Solar Power Ltd.
EON Group
Fishtech BD Limited
Folia
Getco Agro Vision Ltd.
Grameen Intel Social Business Ltd.
Grameen Jano Unnayan Sangstha
Ispahani Agro Limited
Ispahani Biotech
Jagorani Chakra Foundation
Janata Engineering
Lalmoni Agro Ltd.
Lal Teer Seed Limited
Novartis
Padakhep Manabik Unnayan Kendra
Polygon Resources
Rahimafrooz Renewable Energy Ltd.
RFL
Royal DeHeus Group
Society Development Committee
Syngenta
The Metal (Pvt.) Ltd.
TMSS
United Finance Limited

28. (Some) Design Principles for LMD Growth
HEAR (Research & Learn) CREATE (Pilot & Pivot) DELIVER (Scale & Grow)
People RISK: Find “pre-trained” people in the market
(lots of latent capacity from prev. work)
QUALITY: Find pre-existing actors/players
wherever possible
QUALITY: Ensure staff understand changing
roles over time
TRUST: Maximize network ‘routines & spaces’
& get out of the way!
TRUST: Ensure staff understand time for exit
RISK: Deeply understand lead firms’ staff
motivations & politics
Process TRUST: Structure pre-teaming agreements
RISK: Maximize sacrificial concepts thinking
(A/B testing)
QUALITY: Utilize “cross-cultural” tools
RISK: Structure ‘pessimistic’ deals rather than
‘optimistic’ ones (& demand pragmatism)
RISK: Scale your (semi) digital system/model
early - information gaps happen fast!
Product RISK: Understand whether invention risk vs.
customer/mkt risk (or both!)
QUALITY: Aggressively target not only
customer journey but LMD actor journey
TRUST: Maximize repetition during piloting
RISK: Stay out of market as much as possible
Performance QUALITY: Focus on speed of
research+learning cycle
QUALITY: Pay less attention to scale
numbers, and more to customer/LMD actor
satisfaction & experience
TRUST: Ensure REAL RELATIONSHIPS have
been established between lead firms and LMD
actors

29. How to Hear, Create and Deliver on LMD
● Understand the TYPE(S) of
RISKS @ BoP
● Invest in NGOs’ skill base
● Start w/ existing actors
● Capture systemic changes -
multiple actors are changing
simultaneously!
● Expect only SEMI-digital
solutions
● Don’t expect to do it all at once
- sequence your partnerships
over time
● Don’t come too late! Start
partnering EARLY and OFTEN
The Do’s The Don’ts

30. How to Hear, Create and Deliver on LMD
● Demand compelling STORIES, not
just dry data
● Adopt a PORTFOLIO APPROACH to
LMD partner recruitment & retention
● Accept a HIGHER LEVEL OF EFFORT
than ‘usual'
● Leverage ORGANIC NETWORKS
● Don’t put your eggs in one
basket! WE (i.e. NGOS)
USUALLY FAIL!
● Don’t be too patient or
impatient! Build relationships
that last to figure this out!
The Do’s The Don’ts

31. “@iDE, we HEAR, CREATE & DELIVER for
inclusive businesses across PEOPLE,
PROCESS, PRODUCT & PERFORMANCE in
order to generate greater QUALITY, TRUST &
DE-RISKING from the ‘first’ mile to the ‘last’”
Our ‘Pitch’ to Inclusive Businesses

32. The Treadle Pump:
Last Mile Delivery
Success, or Failure?
Did We improve QUALITY, TRUST, & DE-
RISKING in the market? At what levels?

34. Entrepreneurs
are everywhere
Mission to create income and livelihood
opportunities for poor rural households
Entrepreneurs
are everywhere
F. Conor Riggs
CODESPA, Madrid
23 Feb 2017
criggs@ideglobal.org
Building a Lifeline of Opportunity through Last Mile Delivery
www.ideglobal.org
criggs@ideglobal.org

35. Copyright©2014porFundaciónCODESPA.Todoslosderechosreservados
www.codespa.org