A producer can be included in businesses as provider or seller, as employee or buyer.

LINK methodology focuses on the producer being included as a seller.

Introduction Who does LINK help? Three types of actors: three perspectives

As previously mentioned, this guide is aimed at potential

facilitators who will apply LINK methodology. These

facilitators could be: representatives of an NGO that works

with producers, representatives of a group of producers, or

buyers.

“I’m looking for

new customers

for my

products.”

“I want to expand

my supply chain

to include small-

holder farmers.”

“My mission is to

support small-holder

farmers, through

service provision and

the coordination of

sales with buyers”

2

Introduction LINK’s conceptual framework Three essential dimensions for success

These actors ,for whom LINK will be useful, belong in turn to three dimensions which intersect and are essential for the

success of an inclusive business model: (1) Farmers with the ability, capacity and organisation necessary to maintain the

consistent supply required by a formal market; (2) Buyers who are willing to adapt their policies to favour small-scale

producers; and (3) an enabling Environment with favourable public policy and donors, where these types of business

relationships can flourish.

3

A toolkit to build inclusive commercial

relationships which link rural producers

with modern markets.

Introduction What is LINK? The Toolkit

4

Key tool #1

The Value Chain Map 5

Key tool #1 The Value Chain Map

6

7

Key tool #2

The business model canvas 7

From value chain to business model

Value chain mapping is a way of looking at a system from a global perspective. Zooming in on one link of the chain unveils the actors distinct business models. The business model canvas allows us to zoom in on a specific link in the chain, using a 360⁰ perspective.

Key tool #2 The Business Model Canvas

8

Adapted from: Osterwalder, A., Pigneur, Y., 2010, Business Model Generation

The business model canvas Key tool #2

The Business Model Canvas

9

Adapted from: Osterwalder, A., Pigneur, Y., 2010, Business Model Generation

The business model canvas Key tool #2

The Business Model Canvas

10

11

Connecting business models

Buyer or seller? A question of perspective

In a value chain, each actor is both seller and buyer to their neighbouring links. A solid value chain needs strongly connected links in order to face internal and external stress factors. Understanding how to strengthen these links is crucial to the quality of the business relationships.

How does each business model adapt to the needs of its

neighbouring links?

Key tool #2 The Business Model Canvas

12

Key tool #3

The New Business Model (NBM) principles 13

What are NBM principles and how do they work?

To what extent is your business

relationship inclusive?

Key tool #3 The New Business Model principles

14

15

16

17

Example: Perception of inclusion between AGROAGUADAS & Alpina

0

2

4

6

8

10

Principio 1: ColaboraciónEntre Actores

Principio 2: VinculaciónEffectiva Al Mercado

Principio 3: GobernanzaTransparente y Consistente

Principio 4: AccesoEquitativo a Servicios

Principio 5: InovaciónInclusiva

Principio 6: Medición deResultados

OP: Agroaguadas AC: Alpina

Principle 1: Collaboration between actors

Principle 1: Collaboration between actors

Principle 2: Effective market linkages

Principle 2: Effective market linkages

Principle 3: Transparent governance

Principle 4: Equitable access to services

Principle 5: Inclusive innovation

Principle 6: Measurement of results

PO: CP:

Colombia: Perceived levels of inclusion in successful PPPs

Key tool #4

The Prototype Cycle 19

20

Monitor and evaluate the prototype cycle (Check) Key tool #4

The Prototype Cycle

21

22

LINK in use: Some examples

25

Public Private Partnerships: Only for the well-off?

Evidence from the Productive Alliances Program in Colombia

28

29

30