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| Market Assessment Methodologies - Tools and Information |
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| Date completed | September 2005 |
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Description
This entry provides tools and information on various market assessment methodologies, including those for assessing both product and business service markets. This list is not meant to be comprehensive, but provides some information on methodologies now in use in the development field. The methodologies are not mutually exclusive and often overlap. Terminologies among agencies often differ. We welcome suggestions for additional methodologies. For those coming here from the "What's New" page, we are developing more detailed entries on each methodology with additional information and new documents. See below for links.
See "Existing Market Assessment Tools, DAI 2003" below for a list of market assessment tools with definitions.
For What's New visitors:
Practical Action has recently disseminated a new market assessment approach called "Market Mapping" accessible here.
The SEEP PLP has recently issued a number of papers on assessing markets for programs targetting microenterprises:
An Inventory of MA Methods for Programs Targetting Microenterprises
Common Mistakes in MA and How to Avoid Them
Information to Action - Tips for Using MA Info in Design and Implementation
The Role of the Facilitator in MA and Program Design
Summary of results
Subsector Analysis examines the links between actors operating in the same industry and the final markets for the products of that industry. It outlines different market channels and their characteristics and driving forces. Subsector analysis can show how SEs fit into an industry and how they could potentially play a more lucrative role. To access "A Field Manual for Subsector Practitioners" from the DAI USAID GEMINI project 1991, click here. See "Capacitating Sector Analyses" by Hans Posthumus 2004 below.
Value Chain Analysis is sometimes used interchangeably with Subsector Analysis. It may focus more on an individual market channel and often includes additional analytical elements beyond subsector analysis such as inter-firm cooperation, governance, and geographic coverage that extends to global markets. To learn more and access documents on value chain analysis, click here.
BDS Market Assessment refers to the tools used to examine markets for business services. A commonly used tool is the "Usage Attitude Image Market Study," adapted from private sector marketing reseach for use in development projects. It provides a broad overview of several business service markets including market penetration, service use patterns, and expected benefits of service purchase and helps pinpoint constraints and opportunities in those markets. The "Guide to BDS Market Assessment for Program Design" by Miehlbradt for the ILO is below. There are also many qualitative tools for assessing BDS markets.
The Subsector Service Market Approach combines subsector analysis and BDS market assessment into a continuous process. The Action for Enterprise guide describes the process and how it can lead to the design of a market development program.
Product Concept Tests are used to get consumer feedback on a new product or business service idea. Several adaptations for the development field exist. "Applying Market Research Tools to the Design and Improvement of Business Development Services" by Miehlbradt and Chua for DAI/USAID describes a quantitative methodology. TTO's "Market Research Tool to Test Microenterprise Interest in New Busines Service Ideas" by Bear for SEEP describes a qualitative methodology based on focus group discussions.
Competitiveness Analysis derives from Michael Porter's business tools. At the country level, competitiveness analyses focus on identifying and developing key industry and sub-industry clusters that offer significant opportunities for private investment and achieving sustainable comparative advantage. This tool can also be used with individual industries, value chains, clusters or regions. See "Benchmarking Competitivenss in Transition Economies" - HIID/USAID 1999, below.
"Participatory Appraisal of Competitive Advantage," a tool to assess and stimulate local economic development and competitiveness, focuses on a rapid appraisal of the local economy based on Porter's concept of location-based competitive advantage. "PACA: Launching LED Initiatives" by Meyer-Stamer is below.
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Associated documents |
| | » | A Market Research Tool to Test MSEs' Interest in New Service Ideas, Bear, TTO, SEEP 2004 (369 KB) | | » | Applying Market Research Tools to the Design and Improvement of BDS - Miehlbradt, Chua, DAI/USAID 1999 | | » | Benchmarking Competitiveness in Transition Economies, HIID/USAID 1999 (438 KB) | | » | Capacitating Sector Analysis - Training - Posthumus 2004 (850 KB) | | » | Existing Market Assessment Tools, DAI AMAP 2003 (66 KB) | | » | Guide to BDS Market Assessment for Program Design - Miehlbradt ILO 2001 (803 KB) | | » | PACA: Launching LED Initiatives, Meyer-Stamer, Mesopartner 2004 (158 KB) | | » | Subsector Business Service Approach to Program Design - Lusby, Panlibuton, AFE 2002 (827 KB) |
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