Market size estimation in uncharted rural economies

Agriculture is the main driver of the rural economy in developing countries. Realizing product and service innovations targeted at these agriculture-based markets holds tremendous potential for creating new growth engines for business, as well as achieving social and economic development.

While this is a market with huge opportunity, it is also very difficult to navigate. Much of the rules and patterns of behavior are based on informal solutions to irregular and low incomes, semi-literacy, and social and environmental uncertainty.

Estimating your market in such an economy is not a likely task. Insights are yet to emerge on the radars of formal market intelligence approaches, like the chamber of commerce, or Google analytics, etc. And, if there’s little else to target specific customers by, than referring to them as a number of 2 billion or so people who grow crops on small pieces of land and rear animals, your business is likely to fail.

Needless to say, emerging rural economies require different market estimation approaches. We need to be more creative and develop proxies, which are more sensitive to picking up signals of upward market dynamics.

The water tank indicator
I recently had an idea for such a signal, based on some photo’s I took of water tanks during fieldwork. I still need to validate this thought, but I’ll write it out here, for sake of argument (I’m open to your comments!).

A water tank located near your home provides a lot of convenience. You can collect rainwater in substantial volumes that can be accessed from your own premises. Also it could help you eek out your water supply during the dry season.

The very common alternative to the water tank, is to walk to the water pump or the lake with a jerry can, for which you often need to cover substantial distances. Water tanks thus create a considerable saving on time and effort dedicated to fetch water. Time that can be freed up for other activities on your farm or on someone else’s farm.

Water tank in North Buganda Region, Uganda
Water tank in North Buganda Region, Uganda

Occasionally you will find a household that has invested in a tank, and my experience is that these are relatively well-off people, because water tanks are a big investment (or an NGO has dropped by with a program…). Could water tanks be a soft signal for upward mobility?

Now correlate this line of thought with a photo I made in Kagio in Kenya below. What would such an inventory of water tanks signal about the overall wealth dynamics of the area around this town? 

Water tank inventory in Kagio, Kenya
Water tank inventory in Kagio, Kenya

What we could do with such insights
I don’t know whether the water tank story will hold up if I try to validate it. But if it does prove to be relevant, it could be a very interesting indicator. It could help determine great locations for piloting or launching a new product or service for an emerging market segment with purchasing power. I think you could also use remote sensing data to locate such water tank inventory points, as they’re pretty conspicuous. This market sizing indicator might even be brought to scale!

The big question is whether it would be worthwhile to invest in digging up more of these insights. If we can create a validated set of such context-rich indicators that can be brought to scale, then we can inform the emergence of new growth pockets in a very resource extensive way. I think it might be worth a shot! Do you?

Take-aways:

  • It’s hard to estimate the size of your market in an economy that is yet to emerge
  • If you want to take a new group of 2 billion non-customers online, then you need to become smart about your targeting methods.
  • It might be easier to infer purchasing potential from a water tank, than through formal survey methods that filter out the demographic that has that extra dollar per day to spend.

The Starbucks bottled Frappuccino business model

In the early 1990’s, as Starbucks started taking off as a company, Howard Schulz (CEO) was looking out for new opportunities to leverage the brand. One of the options which the company pursued was to enter the (supermarket) retail segment. The idea was to bring cold dairy-based ready to drink coffee to the shelves. The potential for bringing the Starbucks experience to the retail shelves was great, yet this terrain without espresso machines and baristas was also unfamiliar to the company. Starbucks needed to develop an entirely new business model for entry, and forge a key partnership to do so. In this post I will sketch out this business model, and its partnership using my recently published Partnership Proposition Canvas (v0.4).

The business model
After a period of trial and error with cold coffee drinks in the then dawning market for such products, Starbucks made a fit with a bottled version of their infamous Frappuccino. This product proved to be a hit in the Starbucks outlets in the summertime. From 1995 onwards Frappuccino would immediately be available in every home and office with a fridge.

Starbucks Frappuccino business model

The Frappuccino business model

Although it would seem straightforward for Starbucks to manifest itself in this market with its own production line and channels to customers, it realized it didn’t have what it took to pull it off. Starbucks had no capabilities to develop and mass-produce bottled or canned dairy-based coffee drinks, nor to distribute them through the supermarket retail channel. The company knew it needed a partner.

The PepsiCo partnership
In order to launch its Frappuccino product, Starbucks sealed a partnership with PepsiCo (then known as Pepsi Cola) a year earlier in 1994. This partnership was of tremendous value for Starbucks’ new venture. PepsiCo had solid experience in product development, and an extensive sales and distribution network in the retail segment. Also, PepsiCo had access to a dairy bottling plant network through its partnership with Dairy Farmers of America (DFA).

In return, Starbucks could offer PepsiCo a first foothold in the growing non-carbonated soft drinks market, with its brand, and experience in processing quality coffee. Using the Partnership Proposition Canvas (v0.4) the construction of the partnership between Starbucks and PepsiCo can be visualized

The Partnership Proposition Canvas (CC+ license) for the Starbucks PepsiCo partnership.

When overlooking all the pieces of this partnership, it’s interesting to see that Starbucks could potentially have made do with arms-length relations for processing, marketing and sales, as well as distribution. That is job work. It could have been contracted out under an exclusive agreement.

The critical factor determining the close nature of the partnership appears to be that of product development (marked in blue above). Starbucks has the knowledge on coffee, but PepsiCo has better capabilities for developing canned and bottled beverages. Such dependency in product development creates a notoriously vague and sensitive situation in the exchange between companies. Intellectual property boundaries are highly uncertain.

The logical outcome of the tension in the partnership was thus to create 50/50 joint venture between Starbucks and PepsiCo, which was named the North American Coffee Partnership (NACP). Under this construction both companies would be assured that each would profit from the fruits of their product innovations.

The North American Coffee Partnership business model
So it appears that we’re not dealing with a Starbucks exclusive business model with a PepsiCo partnership, but with a whole new company, with its own business model. The NACP is a dedicated company for developing and marketing ready to drink Starbucks-branded coffee.

To make things more complicated, both Starbucks and PepsiCo function as key partners in the NACP business model (below). Starbucks provides a license to its brand. PepsiCo has a more extensive partner contribution. It covers production, advertising, distribution, sales. This last role is significant as PepsiCo takes physical ownership of the product. In effect, NACP only has PepsiCo as paying customer. DFA has the role of processing the product.

The North American Coffee Partnership business model

Since its founding, NACP is continuously developing its portfolio, launching new products like the DoubleShot, and Starbucks coffee beans. Through the PepsiCo network, the joint venture is also expanding to new markets, teaming up for instance with European dairy giant Arla, in the same way as DFA in the United States. Currently the joint venture accounts for about 60% of a global billion dollar growing market for ready to drink coffee; an impressive feat for two companies that started off exploring new terrain.

Key take-aways:

  1. When an existing company designs a new business model to add to its portfolio, it usually enters a whole new market and value network. Partnerships can be used to accelerate and improve on execution
  2. A joint venture is a very tricky type of partnership. Actually, it isn’t even a partnership. A joint venture is an organizational form for a stand-alone business model
  3. The Partnership Proposition Canvas can be used to figure out what value your options for partnering hold, and at what point it starts making sense to share equity with your partner