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The case addresses issues related to value chains, sustainable businesses, business environment in emerging economies and cross-cultural issues.

This case would be best addressed by students in upper years of their undergraduate degree or at a Master's level.

The case addresses a project conducted by MEDA in Pakistan which focused on developing a value chain in the embroidery sector with the end goal of improving the livelihood of homebound rural women. The case walks the students through the local cultural constraints, the project design the development of the various value chain actors and the most significant outcomes. The primary issue requires the students to evaluate the most appropriate exit strategy for MEDA which would not harm the existing networks and allow the whole value chain to continue sustainably.

To appreciate the complexity of value chain development while understanding the benefits and opportunities they offer. To understand the importance of sustainability and how this can be achieved using market tools. To grasp the concept of exit strategies in the context of development projects and explore various ways these can be structured. To identify the impact of culture on business environment. Integrating the poor into thriving markets. Business as a development tool.

Teaching notes

The purpose of this paper is to present MEDA programs in small enterprise development – value chain and microfinance projects – to illustrate that the human capital of even hard to reach women can be harnessed for a community's and even a nation's economic growth.

The paper provides evidence, in the form of case studies, demonstrating that with a relatively low investment of resources, women are empowered to contribute to the growth of the small business sector which is a cornerstone of a robust private sector.

Working with disadvantaged populations that have been relegated to the bottom of the socio‐economic heap has challenges. Program design must overcome a host of constraints including illiteracy and innumeracy, lack of technical and business skills, and the psycho‐social consequences of generations of disenfranchisement. Yet, case after case has proven that these seemingly intractable obstacles diminish with appropriate project interventions. Whether or not the program “targets” or “mainstreams” women should be based on the context and an understanding of women's situation. MEDA has had varying degrees of success with these two approaches, and preliminary findings suggest that value chain projects derive greater benefit from targeted activities than do microfinance programs. The impact of business women's efforts extends well beyond their own businesses, to finance family enterprises, educate children, improve household nutrition, organize community groups, and build more equitable social structures. These “indirect” benefits of the economic empowerment of women will serve any nation committed to the growth of trade and commerce. In fact, some would argue, the authors included, that they are necessary conditions of sustainable wealth creation.

The paper presents original case material from a number of MEDA value chain and microfinance projects, both past and present, to illustrate the concept, and share project design and implementation learnings.

Fashion retailing has evolved in response to opportunities and market pressures. It has been both reactive and proactive. For example, Palmer, in 2001, analyses what might be called a partnership between Canadian department stores and European couture houses in the 1950s. Her work affords a rare overview of retailing's fit with fashion design and commercial delivery systems, and is a point of departure for closely examining an earlier period (1880‐1920) in Australia. The current paper studies the leading role that department stores played in shaping the Australian fashion scene and the marketing techniques they used. A context, period and country, where a set of major retailers formed the predominant influence on fashion trends, and styles and diffusion throughout the community have been identified. Findings suggest that for the 1880‐1920 period the department store retailers were market‐driving rather than simply market‐driven, implying a more proactive and innovative role for the department stores.