Tabs navigation
AMKA, Tanzania-export market development services for SMEs
In one of the poorest countries in Africa, AMKA assists small-scale producers to export to markets in rich countries. AMKA selects clients whose operations accord with principles of 'fair trade', therebyaiming to have a greater impact on poorer people. The article points out, however, the tension between reaching poorer producers who require greater levels of assistance, but cannot pay high fees, and achieving
sustainability. One possible option is identified: dividing the organization into two and carrying out the more developmental work through a not-for-profit trust, while offering the more profitable services
such as brokering through a trading arm. A number of lessons are drawn from AMKA's experience: the need for a good information system to make effective decisions on which services to concentrate upon; the
advisability of staying focused on a sector; and the strong sense of ownership within AMKA which has been fostered by participatory relationships with its main stakeholders, Traidcraft Exchange and DFID.
In one of the poorest countries in Africa, AMKA assists small-scale producers to export to markets in rich countries. AMKA selects clients whose operations accord with principles of 'fair trade', thereby
aiming to have a greater impact on poorer people. The article points out, however, the tension between reaching poorer producers who require greater levels of assistance, but cannot pay high fees, and achieving
sustainability. One possible option is identified: dividing the organization into two and carrying out the more developmental work through a not-for-profit trust, while offering the more profitable services
such as brokering through a trading arm. A number of lessons are drawn from AMKA's experience: the need for a good information system to make effective decisions on which services to concentrate upon; the
advisability of staying focused on a sector; and the strong sense of ownership within AMKA which has been fostered by participatory relationships with its main stakeholders, Traidcraft Exchange and DFID.
aiming to have a greater impact on poorer people. The article points out, however, the tension between reaching poorer producers who require greater levels of assistance, but cannot pay high fees, and achieving
sustainability. One possible option is identified: dividing the organization into two and carrying out the more developmental work through a not-for-profit trust, while offering the more profitable services
such as brokering through a trading arm. A number of lessons are drawn from AMKA's experience: the need for a good information system to make effective decisions on which services to concentrate upon; the
advisability of staying focused on a sector; and the strong sense of ownership within AMKA which has been fostered by participatory relationships with its main stakeholders, Traidcraft Exchange and DFID.
Tabs navigation
- Value chain financing: evidence from Zambia on smallholder access to finance for mechanization
- Developing agro-pastoral entrepreneurship: bundling blended finance and technology
- Building frontline market facilitators' capacity: the case of the ‘Integrating Very Poor Producers into Value Chains Field Guide’
- Boosting financial inclusion through social assistance reform: evidence-based approach in selecting a payment system
- Impact of COVID-19 on livestock exports from Somalia and the Horn of Africa
Browse our other journals
