2.1 2.2 2.3 2.4 2.5 2.6

Brac's 2009 report provides this summary of the subtlety involved in how a nation's civil society economics may choose which markets comprise value chains which need pro-poor strategic leadership

Driving Competition

With regard to competition, since our overall role is always

to fill gaps, BRAC does not enter into sectors or markets

that are already served fairly by the private or public sector.

In fact, when the private sector moves into sectors opened

by BRAC and serves our target markets effectively, we often

step out. Are we creating barriers to entry for the private

sector because they have to pay taxes? So, for each and

every activity that is deemed taxable under the law, in fact,

do we operate at a much greater financial disadvantage?

Because a private business with a profit motive can choose

to source inputs and locate its production facilities from

wherever it is most cost effective. Our outreach, however,

is driven by other considerations – we need to get services to

underserved areas. We first choose an area that is

underserved and then we start with what is needed. Are we

maximising profits? No, we are operating at whatever level

the market will sustain and the market is our best indicator.

2.3 aarong was conceived originally the collective dostribution channel of brac through which oor vilagers gain income from marketing to (richer) citizens; aarong within the overall 21st C Enterprsie model of Brac  is also branded physically in cities as a chain of crafts shops

Aarong products, for example, are touted as too expensive –

however, Aarong’s sales continue to increase, and on the

other end, we are sustaining the livelihoods of more and

more poor artisans.

Our social enterprises work as an ideal business model by

combining market efficiency with social and environmental justice.

The enterprises, which operate in strategic sectors such as retail,

livestock, agriculture, alternative and renewable energy, printing

and packaging and health products are integrated into BRAC’s

core social development programmes. They play a critical role in

generating more fuel for poverty alleviation and sustainable growth

by creating jobs and markets for products.

The model of social enterprise that we have evolved is entirely

home-grown and emerged in isolation from the international

dialogue regarding social enterprises. Indeed, our decision to go

into commercial activities was neither pre-meditated nor planned,

but a result of our instinctive response to improve the condition of

our development programme members, namely the microcredit

borrowers. As such, BRAC’s social enterprises continue to

respond uniquely to local needs

People, Planet then Profit: BRAC social enterprises strive for a triple

bottom line – serve needs of poor people, being environment-friendly

and making profit to be sustainable. Unlike purely commercial

businesses, the profit motive is subordinate to social development

goals. This is illustrated by management’s refusal in 2009 to

mechanise Aarong’s production lines, which would have led to

considerable numbers of rural job losses, and to close down

unprofitable milk-chilling stations in ultra poor areas, erasing

many poor dairy farmers’ only source of earning a fair price for

their produce.

Another important aspect of our social enterprises is that the

surplus they generate, after first being used to develop and expand

the enterprise’s own activities, is then used to support the various

development interventions of BRAC which cannot generate their own

revenue, such as the health and education programmes. This has

had a positive effect on BRAC’s dynamics with donors – investment

of its own resources greatly increases accountability and builds trust.

Our economic development programmes, in conjunction with

enterprises, have helped create and sustain livelihoods for 9 million

families in Bangladesh. In addition, the enterprises have contributed

to stimulating countless rural economies and indirectly generating

over 8 million jobs. The multiplier effects do not stop there.

Because of their organic genesis, our social enterprises have

been groundbreakers, providing products and services that were

not available or were not reaching the poor. Our approach has

repeatedly led the way for development of entire sectors or niche

markets, such as in the introduction of maize as cattle-feed to the

wider Bangladeshi market. BRAC’s culture of risk-taking, targeting

the underserved and continuous research and innovation has

galvanised whole sectors, leading to industry-wide improvement

of production processes, development of quality inputs and better

breeds. Now, thousands of shops are selling indigenous craft and

quality of livestock is improving exponentially. Social enterprises

have also been a key conduit for the enhancement of corporate

governance, management and values in Bangladesh society.

Adopting Best Practices: Another impact that our social enterprises

have is on the functioning of our development programmes. The

contribution of corporate structures is in itself a contribution to good

governance – because the underlying values promoted by social

business are more detached – have more to do with merit and

efficiency. Following the social enterprise example, development

programmes have built sustainability into their operations. Examples

include the business model of the community health volunteer 3.2, who

uses a revolving fund to purchase and sell health commodities.

In addition to connecting Bangladesh to entrepreneurial village

rice networking  the world food prize obituary to fazle abed 20 dec 2019 picks up the story of btac's 6 food/agriculture hunicorns 2.1-2.6

FROM REGIONAL CEO OF SHELL OIL TO HALF CENTURY EMPOWERING WOMEN END POVERTY

1970-71 Abed's life—and the lives of millions of Bangladeshis—changed as the result of  two very dramatic events: a deadly tropical cyclone, which swept across the country, washing away farms, villages, and towns in its path; followed by the nine-month war of independence from Pakistan. The combined death toll from the storm and the war was estimated at well over 3 million people. An additional 10 million were displaced and further impoverished

.Sir Fazle resigned from Shell Oil in 1971, and the next year formed the Bangladesh Rehabilitation Assistance Committee (BRAC’s original name) to address the terrible devastation suffered by the people of his country. 

Following initial relief efforts 5.1 building metavillage for 100000 refugees, the organization soon became involved in more long-term community development, with primary objectives of alleviation of poverty and empowerment of the poor—and was renamed the Bangladesh Rural Advancement Committee.

With his strong focus on growing its operations across a broad spectrum of agricultural, economic, and social enterprises, Sir Fazle set BRAC on a course that was different from other non-governmental organizations. He had concluded that economic development was one of the keys to helping the rural poor—and thus launched a microfinance program to provide very small loans to women borrowers as part of village support groups that participated in skills and organizational training.

BRAC’s multi-dimensional and dynamic methods of fighting hunger and poverty include the creation and support of a range of integrated enterprises, such as: seed production and dissemination; feed mills, poultry and fish hatcheries; milk collection centers and milk processing factories; tea plantations; and packaging factories. The income generated from these social enterprises is used to subsidize primary schools and essential health care. Under Sir Fazle’s leadership of more than 40 years, BRAC’s agricultural and development innovations have improved food security for millions and contributed to a significant decline in poverty levels through direct impacts to farmers and small communities across the globe.

2.6 Profiling the fourteen national agri-related markets abed chose ;  this supports appreciation of the particular nature of agriculture and sustainability in Bangladesh – a nation still 70% rural with very small farmholdings and built over 50 years by womens rural Keynesianism. If you purpose is sustaining another rural developing nation – which agricultural products are common, which unique selections for local human development?

Example – profiling agricultual value chains/channels Bangladesh most needed poorest entrepeneurs to lead 

which places actually try to make sure their farmers are integrated into tech ?

I talk simply from visiting asia not listening to powerful people; as well as work done by real followers of abed, chins is a place I search for rural innovations all small famers need to know exist - eg see this intro summary by robert kuhn