Mor More than e than Money: Money: Ma Mapping t pping the landsca he landscape of pe of advis advisor ory y suppor support f t for inc or inclusiv lusive e business business The Webinar will start shortly All resources can be found on the event page: bit.ly/WebinarIBSupport Join the discussion on Twitter #MorethanMoney
Welcome to our con elcome to our conver ersa sation tion Mor More tha e than Mon n Money: ey: Ma Mapping the l pping the lands andsca cape pe of of advisor advisory y supp suppor ort t for or inclusiv inc lusive e bu busine siness ss Panellists • Alexis Bonnell, Chief, Applied Innovation & Acceleration, USAID Global Development Lab at USAID • Caroline Ashley, report co-author, Director at Ashley Insight , and Editor, Practitioner Hub • Claire Reid , CEO and Founder of Reel Gardening • Kevan Hayes , Acceleration Facilitator, Securing Water for Food: A Grand Challenge for Development, Technical Assistance Facility • Amy Sticklor, Portfolio Manager, Global Development Lab at USAID Facilitator • Aline Menden, report advisor and Founding Director Endeva 2
Agenda for today’s discussion USAID’s rationale for commissioning an assessment of 1 advisory support Presentation of report and key findings 2 Reflecting on experience of using and providing advisory 3 support 4 Your questions and panellist discussion Wrap up, where next? 5 Note: some people will need to leave after 1 hour. For those that want to continue discussion, we will run for 1.5 hours. 3
Ho How it w w it wor orks ks 1. Type your questions in ‘ Chat ’ to ‘all panellists and attendees’ (not just the panellists) at anytime 2. Vote in our ‘polls’ by clicking on the correct answer 3. Provide your feedback afterwards 4. No need to ask: the presentation slides, webinar recording and useful links will be available on the webinar page tomorrow bit.ly/WebinarIBSupport 5. Join the discussion on Twitter #MorethanMoney 4
Alexis Bonnell, Chief, Applied Innovation & Acceleration, USAID Global Development Lab at USAID Introduction 5
Agenda for today’s discussion USAID’s rationale for commissioning an assessment of 1 advisory support Presentation of report and key findings 2 Reflecting on experience of using and providing advisory 3 support: 4 Your questions and panellist discussion Wrap up: where next? 5 6 6
Poll 1: M oll 1: My y or orga ganisa nisation tion … o Provides advisory support o Provides finance o Has already used advisory support o Is seeking advisory support o Supports organisations that provide advisory support or enterprises that use it None of the above – but it’s still relevant and interesting o to me! 7
Acceleration and Technical Assistance for Inclusive Business A study of existing research and analysis on current practices in acceleration and technical assistance services for enterprises focused on achieving development impact 8
Newl Newly y lau launc nche hed d rep epor ort What it provides What it is based on • a review of relevant literature • A stock take of the landscape of advisory support for inclusive businesses • review of 65 initiatives that provide support • teasing out trends • interviews with 21 advisory support providers. • highlighting lessons that have been learnt to date. Caveat: based on existing (mainly grey literature), and views of providers not clients Written by: 9
Struc Str uctur ture o e of the the pr pres esen enta tation tion Landscape of Lessons about advisory support making advisory support effective • What and why • Pros, cons and challenges of • Types of providers different tools and recipients • 5 operational • Different tools used issues • Trends • Impact and value for money
Section 1: Landscape of advisory support • What and why • Who - providers and recipients • Tools used • Trends 11
1.1 1.1 ‘Advisory support’ - wha hat a t and nd why hy WHAT? WHY? Non-financial support – To support inclusive business advice, technical assistance, training, mentoring, in-kind Assumption that finance alone support is not enough for growth and scale of inclusive business Provided to enterprises/ entrepreneurs/ innovators To increase the growth rate or decrease the risk of failure Sometimes alongside finance, sometimes stand-alone input 12
Poll 2: selec oll 2: select w t whic hich o h of the the be belo low sta w statem temen ents ts you ou thi think nk ar are tr e true ue o Incubators and accelerators make up the majority of advisory support for inclusive business o Impact investors only provide finance, not advisory support o Advisory support is most useful, and most used by, start-ups and early stage enterprises. o The two main types of advisory support are a face-to-face group event for several days, and one-to-one expert advice on site at the enterprise. 13
1.2 Ma 1.2 Mapp pping ing of of 5 5 types types of of pr provide vider and r and the tar the targe get t en enter terprise by prise by sta stage ge Phase Idea Prototype Scale/ Replication Post-revenue Sub phase Early growth Investment Investment readiness deployed Incubators Incubators Accelerators Accelerators Programs & Facilities Programs & Facilities Impact Investors Impact Investors Consultancies Consultancies 14
1.3 1.3 Most Most co commo mmon n typ types es of of too tools use ls used 15
1.3 1.3 Ma Mapp pping ing of of prima primary y too tools ls by by en enter terprise prise sta stage ge 16
1.4 1.4 T Tren ends ds in in the the l lan ands dsca cape pe of of pr provision vision • Agreement that advisory support is needed but not easy • Explosion of provision over a decade • Fragmented market, diversity of offers • Providers are piloting, adapting, going beyond their traditional boundaries • Starting to look longer-term - pricing and sustainability of the eco-system 17
Mos Most c t com ommo mon n top topics a ics addr dres esse sed d via via su supp ppor ort t Advisory support service Example categories • Core Internally facing BDS Human resources & management training support BDS (how the enterprise operates) • Externally facing BDS Sales, Marketing & Distribution Support (how the enterprise and its products fit in the market, engage with clients and others) • Investor matchmaking Beyond Investment facilitation core • BDS Strengthening relationships Partnership development with manufacturers, distributors, local across the ecosystem governments, etc. (beyond investment facilitation) • Strengthening inclusive and Inclusive supply chain development innovative business model components
Poll oll rec ecap: w p: whic hich of h of these these doe does s the the r rep epor ort t co confir nfirm? m? 1. Incubators and accelerators make up the Probably yes majority of advisory support for inclusive business 2. Impact investors only provide finance, not No advisory support Yes but … 3. Advisory support is most useful, and most used by, start-ups and early stage enterprises. 4. The two main types of advisory support Yes are a face-to-face group event for several days, and one-to-one expert advice on site at the enterprise. 19
Section 2: Lessons about making advisory support effective • Adapting delivery • Pros and cons of different tools • Priority operational issues 20
Poll oll 3: select 3: select whic hich of h of the be the belo low w sta stateme tements nts you ou think i think is s tr true ue o In this sector, provision of advisory support is too new to have generated lessons for improvement yet o Providers of advisory support need to invest considerably in outreach and selection processes o The most important success factor is finding the right international expert to provide technical support o Technical support is more successful when the enterprise pays for it, as it increases buy-in 21
Deliv Deliver ery y is is ad adaptin pting g as as pr provide viders s lea learn w n wha hat w t wor orks ks For example • Short events, but longer-term engagements • More applied training methods – not classroom teaching • Blending tools in combination (cohort, one-to-one) • Ecosystem signposting – an easy win • Developing local providers for on-site expertise 22
Pros and cons of different tools: One One-to to-on one su e supp ppor ort Benefits Challenges Success factors ● Tailor-made to client ● Man-hour intensive ● Quick, flexible, needs and costly careful selection of experts ● High likelihood to ● Requires trust and ● Experts with local help a business collaborative overcome specific relationships knowledge issues faced ● Risk of using the ● Adaptive ● On-site wrong service management provider ● Good fit for mature ● Long-term ● Not easily scalable business engagement 23
Recommend
More recommend
