Presented by Karl M. Rich at the Training program for “Methods for livestock value chain analysis: Qualitative and quantitative methods”, ILRI, Nairobi, 1 July 2013

1. Norwegian Institute
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Qualitative approaches to VCA
Prof. Karl M. Rich, Ph.D.
Training program for “Methods for livestock value chain analysis:
qualitative and quantitative methods”
ILRI, Nairobi, 1 July 2013

2. Norwegian Institute
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Outline
• Overview of different toolkits
• Basic elements of VCA
• Extensions of VCA
• Applications and practice

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VCA toolkits
• A dime a dozen, really!
• Lots of VCA toolkits exist in the development literature:
– Handbook for value chain research (IDS)
– Making value chains work better for the poor (M4P)
– ValueLinks (GIZ)
– … and many others too!

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• Are they really that different? Actually, not really.
• All (the good ones!) are based on the IDS platform of
value chain analysis (Kaplinsky and Morris 2001) that
outlines the basics of what’s behind a value chain and
VCA.
• The newer toolkits add some new twists and emphasize
slightly different things, but at the roots are mainly the
same.
VCA toolkits

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• In this course, we will primarily focus on the original IDS
methodology for value chain analysis
• However, we will highlight, reference, and add to this
themes from:
– ValueLinks
– The SCM and strategy literature
• For each of the different steps, we will do a practical
exercise as well.
VCA toolkits

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• Key elements to any value chain analysis
– Mapping the chain
– Identifying governance structures within the chain
– Exploring areas of upgrading within the chain
– Assessing benefits in chain participation
• ValueLinks (rightly) adds additional elements for practitioners (i.e.,
those creating or engaging with VCs):
– Assessment of value chain for promotion
– How to implement and facilitate VC promotion (linkages, finance,
environment)
– Monitoring and evaluation
Steps in value chain analysis

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• If the interest is in establishing a value chain, placing
boundaries on what to establish is critical.
• Main tasks:
– Scope of markets and market segments to be promoted
– Market research (does demand exist?)
– Defining priorities across products and value chains
Step zero: which value chain to promote

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• Market scoping:
– Develop hierarchies of product classifications (start at sub-
sector, work down to value chain and sub-chain) to establish
appropriate segments
– Provide rationales for why (or why not) such segments might
make sense
Step zero: which value chain to promote

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Source: GTZ (2008):33

10. Norwegian Institute
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Source: GTZ (2008):34

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• Market research:
– Assess current market demand and potential
– Conditions of market entry and competition
– Competitive advantage of value chain operators in market
• To add to this, consider potential competitive strategy
(remember Porter earlier!)
Step zero: which value chain to promote

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• Priority setting
– Establish criteria assessing growth potential
– Establish criteria assessing potential along other dimensions
(e.g., poverty alleviation, environmental protection, etc.)
– Pragmatic criteria (chances of success, sustainability)
Step zero: which value chain to promote

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Source: GTZ (2008):44

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• Your tasks:
– For your sector, define a particular commodity or service in
which you wish to further develop?
– From this commodity or service, which sub-products/chains
could be considered and why? (recall the table before)
– How would you rank between different VCs to promote?
Develop a set of criteria (with weights) and evaluate the
potential of these VCs along those criteria.
Exercise 1: Selecting a value chain

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Step 1: Mapping the value chain
• This step is crucial whether establishing a chain (starting at
step zero) or analyzing one (starting here).
• A lot (too many!) analysts ONLY do this stage – but this is only
a part of the value chain story.

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Step 1: Mapping the value chain
Key goals:
• Assess the characteristics of actors and their linkages
• Understand role of chain activities in terms of broader livelihoods context
(profit/income)
• Identify service providers and roles of public sector
• Characterize business environment of the chain
• Compute flows of goods throughout the chain, including prices and
seasonal variation
• Compute inventories that exist in the chain

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• Main outputs:
– Graphical maps of actor linkages and product flows (between
actors and across space)
– Quantification of role of activity in livelihoods
– Identification of production practices and costs
– Typologies of chain actors based on income
– Identification of different chains based on relationships, etc.
– Transactions costs and chain constraints
Step 1: Mapping the value chain

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Step 1: Mapping the value chain
• What should value chain maps look like?
• There are no set rules, as the following slides will
demonstrate.
• However, ValueLinks provides a nice guideline for shapes
and illustrations to use that we’ll adopt.

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From Taylor et al. (2008)

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From Taylor et al. (2008)

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Garissa livestock marketing value chain
Local Somali producers
Somalia
Garissa Market
Traders
Traders, brokers,
trekkers (60% of cattle)
Butcheries GSA
Traders
NRB. & MSA (66% cattle;63% shoats
Meat W/sellers
Meat Retailers
Consumers
Brokers
S/house, Transporters
KMC
Ranches
Traders, brokers, sellers of fodder etc.
Butcheries
Supermarkets
Abroad
Shipping agencies
CARE LIME Project
Consumers GSA
Hotels
Transporters, trekers
From Wanyoike and Rich (2007)

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Ijala livestock marketing value chain
Livestock Producers
Kotile Mkt
Small scale traders
Other Mkts in IjaraBrokers
Garissa Mkt
Traders (cattle)
Ranches in coast Mkts in coastBrokers
Traders, transporters, trekkers
Butcheries/retail outlets
Meat w/sellers, abattoirs, transporters
abattoirs
Export countries
Consumers
Traders
Local butchers
Local Butcheries
abattoir
Consumers
From Wanyoike and Rich (2007)

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From Kobayashi (2006)

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ValueLinks approach
Source: GTZ (2008):11

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ValueLinks approach: basic map
Source: GTZ (2008):56

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ValueLinks approach: expanded map (1)
Source: GTZ (2008):58

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ValueLinks approach: expanded map (2)
Source: GTZ (2008):61

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ValueLinks approach: including subchannels
Source: GTZ (2008):59

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ValueLinks approach: manufacturing chain
Source: GTZ (2008):63

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ValueLinks approach: services chain
Source: GTZ (2008):63

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ValueLinks approach: tourism chain
Source: GTZ (2008):64

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Step 1: Mapping the value chain
• So far, lots of pretty pictures!
• But, we can add some quantitative analysis here:
– Volumes and values of product flows
– Levels of inventories (important later in governance section)
– Numbers of operators/jobs/employees in each segment
– Market shares
– Value-added calculations (but be careful here!)

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From Kobayashi (2006)

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From Kobayashi (2006)

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Source: GTZ (2008):67

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Source: GTZ (2008):70

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Source: GTZ (2008):70

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Be careful here! Your units of comparison should be the
same across the chain if there is transformation of the
product from production to consumption (e.g., animal to
meat, fruit to juice)
Source: GTZ (2008):71

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Exercise 2: Value chain mapping
• Stay in the same groups as before and consider one of
the VCs you identified in the last exercise.
• First, map the functions in the VC: how do you get the
product from producers to consumers? Are there
different processes for different channels? Denote these
using a
• Next, determine the operators taking the functions
above. Denote these using a

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Exercise 2: Value chain mapping
• Finally, identify the supporting organizations involved in
the value chain, as far as service provision, etc. Denote
these with a if they are a service provider
• Denote with a * on the shape if they are an enabler

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Step 2: Governance in the value chain
• Main ideas:
– Identify the nature of relationships and
coordination mechanisms that exist between
actors in the value-chain.
– Provide details on aspects of the business
environment of the chain
– Identify power relationships in the value chain

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Step 2: Governance in the value chain
• Main outputs:
– Who decides what is produced
– How the rules of trade are determined
– The nature of relationships between the participants
– Roles of associations
– Coordination mechanisms (contracts, market sales,
etc)
– The extent of chain “power,” based on the relative
size of a particular actor, share of chain profits, or
control over a key technology

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• Types of coordination
– Arms length (spot markets)
– Full vertical coordination (total integration of supply chain)
– Intermediate forms (contracts, etc. – in between arms length and
full coordination)
• While usually described in a narrative, it is useful to map
governance relationships graphically too.
Step 2: Governance in the value chain

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Structures of governance
Source: Gereffi et al (2005):89

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Structures of governance
Governance
type
Complexity
of
transactions
Ability to
codify
transactions
Capabilities
in the supply
base
Market Low High High *
Modular High High High
Relational High Low High
Captive High High Low
Hierarchy High Low Low
Source: Gereffi et al (2005):90

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From Kobayashi (2006)

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Source: GTZ (2008):60

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• The dynamics of governance relationships can also
change due to different types of technical or
organizational interventions.
Step 2: Governance in the value chain

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Structures of governance
Source: Riisgaard et al (2008):13

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• Issues related to the nature of production matter as well.
Take, for instance, inventories.
• Some nodes of the value chain will retain excess
inventories (why?).
• These inventories, and their management, will influence
not just the organization of the chain, but the bargaining
ability of actors.
Step 2: Governance in the value chain

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Exercise 3a: Value chain governance
• In your same groups, take your previous value chain map and
identify the governance links between each node.
• Distinguish between:
– Market-based governance
– Contractual or hybrid governance
– Vertical integration
• Identify in the chain which actor(s) coordinate activities, in terms of
setting rules, market power, etc. Is the chain buyer- or producer-
driven?

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• Governance is not just about coordination forms, but about the specific
nature of the relationships behind those.
• Based on your knowledge of your value chain, discuss in a short narrative
(bullet points OK) the nature of relationships between different links in the
value chain, focusing on:
– Who decides what is produced
– The nature of production itself (inventories at each node)
– How the rules of trade are determined
– Power relationships
– Roles of associations
• Based on your knowledge of the chain and the last figure, to what extent will
governance change in the chain you are promoting?
Exercise 3b: Value chain governance

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• The usual way we think about upgrading in value chain
analysis are ways to add value for specific actors in the chain
• Four types of upgrading can be identified:
– Product upgrading
– Process upgrading
– Functional upgrading
– Chain upgrading
Step 3: Identify opportunities for
upgrading in the value chain

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Step 3: Identify opportunities for
upgrading in the value chain
• Product upgrading: improving existing products and/or developing
new ones
• Process upgrading: improving efficiency of internal and external
processes within the chain
• Functional upgrading: changing one’s position within the chain to
add value
• Chain upgrading: moving to a new VC altogether.
Can you think of examples of each?

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Step 3: Identify opportunities for
upgrading in the value chain
• Main outputs:
– What are the opportunities for adding value in the chain? How
do governance or other constraints influence this?
– What are the drivers for change? What are the incentives?
• Tasks:
– What is the vision for upgrading?
– Opportunities and constraints (SWOT analysis)
– Operational objectives for upgrading
– Actors involved in upgrading (role of governance important!)
– Impact of upgrading (trickier – related to step 4 on benefits)

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• Vision defines what the VC is all about – its value
proposition
• Vision provides strategic direction and perspective –
focus is on the competitive issues facing the VC
• Vision provides a basis for joint ownership and common
goals among participants
Step 3: Identify opportunities for
upgrading in the value chain

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• Upgrading vision is combined with strategies needed to
achieve this in action, in terms of improving processes,
capacity, and relationships.
• These strategies should be viewed from the standpoint of
the different types of upgrading discussed earlier.
• One should also not lose sight of governance aspects
either
Step 3: Identify opportunities for
upgrading in the value chain

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Source: GTZ (2008):80
Establishing upgrading vision

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Source: GTZ (2008):81
Establishing upgrading vision

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Source: GTZ (2008):82
Establishing upgrading vision

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Source: GTZ (2008):82
Establishing upgrading vision

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Source: GTZ (2008):82
Establishing upgrading vision

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Interface of governance & upgrading
Source: Riisgaard et al (2008):13

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Step 3: Identify opportunities for
upgrading in the value chain
• SWOT analysis is a good tool to assess the opportunities
and constraints present in a given chain
• This is combined with the strengths and weaknesses of
the current chain to give context to capacity to engage in
upgrading.
• SWOT can be done graphically on the chain map or in
tabular form.

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Source: GTZ (2008):85
SWOT analysis: a graphical illustration

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Source: GTZ (2008):85
SWOT analysis: a graphical illustration

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Positive influences Negative
influences
Internal factors STRENGTHS WEAKNESSES
External factors OPPORTUNITIES CONSTRAINTS
SWOT analysis: a tabular illustration

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Step 3: Identify opportunities for
upgrading in the value chain
• For those engaged in value chain development,
operationalizing upgrading is a key component.
• Main ideas:
– Identify and prioritize actions to be taken
– Link enablers and enabling activities to upgrading strategies in
the value chain
– Identify “champions” in the chain itself to pursue such actions.

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Source: GTZ (2008):88
Operationalizing upgrading in the VC

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Operationalizing upgrading in the VC
Source: GTZ (2008):88

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Operationalizing upgrading in the VC
Source: GTZ (2008):89

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Step 3: Identify opportunities for
upgrading in the value chain
• The identification of “champions” in the chain itself to
pursue such actions is critical.
• This can include capacity development to upgrade the
skills of those involved in value chain upgrading.

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Step 3: Identify opportunities for
upgrading in the value chain
• The process of value chain upgrading can be iterative.
• It might be in the process of developing vision or
strategies that other value chains might be more
lucrative or feasible.

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Source: GTZ (2008):107

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• The creation of business or value chain is not a static
process.
• Market conditions, rents, barriers to entry, etc. all change
over time.
• Staying ahead of the competition is important.
Dynamics of innovation

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• Christensen (1997) looked at the dynamics of innovation and new
product development, exploring the paradox of why successful firms
often fail to keep up with technology advances.
• Leading firms often focus on one technology or specific attribute of a
product that allows competitors to displace them by focusing on
other, disrupting technologies
• These disrupting technologies may not be as good in the short-run,
but over time can become more popular.
Dynamics of innovation

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• Meanwhile, leading firms are locked into existing VCs that prevent
them from changing course until it’s too late.
• These firms took existing needs of the market as given, rather than
looking at new technologies as a source of innovation for new
markets
Dynamics of innovation

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• Some examples:
– Televisions
– Disk drives (think of the evolution of floppy disks to flash drives
today)
– Laptops and tablets
Dynamics of innovation

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This figure graphically illustrates the model of Christensen (1997). When the product offerings of an
incumbent firm over time overshoot market needs for a particular product attribute, there is an opportunity for
new firms to emerge with a disruptive technology that may be inferior to the existing product in some ways,
but meet market needs in others. As the disruptive technology improves, it often displaces the incumbent.

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Once the market need for a specific product attribute has been met,
opportunities for competition will shift towards other attributes, creating
opportunities for innovation as the market is oversupplied on different
attributes. Eventually, competition may end up on the basis of price rather
than differentiation along attributes.

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Strategy 1: Push upmarket
towards higher-end
customers
Strategy 2: Stay with
customers
Strategy 3: Change the market’s
demand for functionality
Functionality
Time
Source: Christensen (1997): 227

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Exercise 4: Upgrading in the value chain
• For your group’s existing value chain, do the following
– Identify an upgrading vision, as well activities to implement viz.:
• What are the strategies required
• What types of upgrading does it involve
• How would it look visually in your chain?
– Where are the constraints in your vision? Map these, along with the
opportunities, in your value chain diagram
• Use for opportunities, for constraints
– Which chain actors and enablers could facilitate these upgrading
strategies, and where might capacity strengthening be needed?

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Step 4: Distributional issues
• Value chain analysis can be used to identify who gains
and who loses in value chains.
• It can also be used to assess the impact of different
upgrading strategies … sort of
• One component of this is calculating how value-added is
distributed among chain participants

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Step 4: Distributional issues
• An overlooked component of distributional
aspects is that the size of the pie is as important,
if not more so, than the distribution.
• Policies that increase total value chain profits
benefit all actors, even if particular shares for
some are small.
• Both issues need to be taken into account.

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Farmers
Traders
Processors
Retailers
Farmers
Traders
Processors
Retailers
Same share of a bigger pie?

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Farmers
Traders
Processors
Retailers
Or, larger piece of the same pie?
Farmers
Traders
Processors
Retailers

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• How do we do this in the field?
– Stakeholder interviews
– Focus groups
– Semi-structured interviews
– Primary surveys
– Supplementary secondary data
– Personal observations
– Other “creative” techniques (e.g. flagging down trucks)
Methods of data collection

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What are the strengths of value chain analysis?
• It is systematic: it provides a tested, peer-reviewed, and
organized analytical framework to look at value chains that is
multi-disciplinary in approach
• It provides a holistic overview of the supply chain, actors, and
relationships, based on fieldwork and primary data collection
with key stakeholders

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What are the weaknesses of value chain analysis?
• Over-emphasis on constraints, under-emphasis on solutions
• Ignorance of feedbacks present in value chain
• Lack of quantitative rigor: difficult/impossible to rank policies to
improve value chains and smallholder participation
• Limited insights on how to put recommendations into action:
how do we capture innovation processes to add value for
smallholders?