Haiti Hope: Innovating the Mango Value Chain Harvard Case Solution & Analysis

This case study analyzes a market-based approach to economic development through the eyes of NGO TechnoServe's project manager, enforcing a US$9.5 five-year public-private partnership between Coca-Cola, IDB, and USAID. The instance finishes at the start of the end year of the project, presents the improvements of the project, and invites pupils to place themselves before three options regarding the exit strategy to be deployed to make sure sustainability. Haiti Hope was to supply 25,000 Haitian farmers with world-class company and sector expertise to help them grow mangos more efficiently and abundantly, and secure access to new markets with the intention of doubling their income and increasing their standard of living and, finally, contributing to the revitalization of the Haitian market. The job structure devised by the partners to govern execution consisted of an implementation team and managing and steering committees. The partners with the implementer, TechnoServe, had agreed on a strategy that made it difficult to get to the critical mass of farmers to participate in the job and turned out to be hard to execute because of local institutions, farmer cooperatives, which acted as gatekeepers. TechnoServe's project manager had to convince the partners to shift strategy to work directly with cooperative members rather than with the direction. The project manager succeeded - Associates accepted to create a new intermediary channel with and for smallholder farmers, termed Company Business Groups (PBGs). By 2013, 18,000 farmers had been organized into PBGs for better access to markets, information, agricultural extension services and around 70% of them had embraced best practices from training. Project trained farmers were earning higher prices for mangoes, which increased by 32% on average. By 2014, 3,356 of these farmers were selling directly to via this new PBG channel. With the project entering its final year of implementation, only one season remained for course corrections and formulation of an exit strategy that ensured that every player was rewarding, and that local actors possessed both the motivation and ability to take over the tasks being performed by TechnoServe.

PUBLICATION DATE: January 10, 2016 PRODUCT #: 616040-PDF-ENG

This is just an excerpt. This case is about TECHNOLOGY & OPERATIONS

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