Katalyst
is one of the largest projects which work in the field of SME promotion in Bangladesh. It started in 2002 and is currently active in more than 30 sectors: manufacturing sectors such as plastics, furniture, agro tools; agricultural sectors like pond fishery, vegetables, maize and poultry and in service sectors, e.g. accounting, marketing and quality management. KATALYST also works with business associations to improve the enabling environment for businesses. The project’s activities run nationwide with a special focus on areas in and around Dhaka, Faridpur, Rajshahi, Rangpur, Bogra and Jessore.
Phase I of the project, from October 1, 2002 to March 15, 2008, was funded by a donor consortium comprising of SDC, DFID and SIDA.
Given the project’s pro-poor impact in Phase I and the national and international relevance of the project as a source of innovation in the field of market-led development and pro-poor growth, SDC, DFID, CIDA and the Embassy of the Netherlands extended the project into a second five year phase, starting from 16 March 2008.
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KATALYST - HARD ROCK TICKETS
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Funding
Katalyst is funded by
DFID,
SDC,
Sida and
CIDA and is implemented by
Swisscontact and
GTZ International Services and works together with the
Bangladesh Ministry of Commerce.
Management Structure
Katalyst Team
James Blewett
Manish Pandey
Rajiv Pradhan
Mohammad Shahroz Jalil
Fouzia Nasreen
Md. Emdadul Haque
Fahad Muneem Rahmatullah
Md. Arafat Hossain
Md. Farhanul Enam
Md. Asad-Ur-Rahman Nile
M Naveed Akbar
Monirul Bashar
Mushfiqur Rahman
Shamuna Bint Mizan
Mirza Farzana Halim
Abdul Awal
Ehsanul Haque
Khaled Khan
Kayenat Kabir
Manzurul Hasan
Md. Fazle Razik
Md. Rofiqul Islam
Md. Tanveer Islam
Mohammad Muaz Jalil
Mujibul Hasan
Nabanita Sen
Nadeem Rizwan
Nusrat Nahid
Sadia Ahmed
Sabbir Ahmed
Shariful Islam
Syed Abu Sufian
Syeda Samira Saif
Rashadul Hasan
Tamanna Sharmin
Wafa Hafiz
Zannatul Ferdous
Bidowra Tahmin Khan
Hosna Ferdous Sumi
Jehed Hossain
Azman Ahmed Chowdhury
Mahmuduzzaman
Nasir Uddin Ahmed
Mohasin Kabir
Fatema-tuz-zohra Maliha
M E K Lutfullah
Farzana Aziz
Marylin Gomes
Mahbubul Alam
Mohammad Yusuf
Rabeya Sultana
Katalyst approach
Katalyst is working in growing sectors where the poor participate in large numbers as producers, employees and consumers. The project's activities in agricultural sectors like vegetables and pond fishery fall under this category. KATALYST also works in service markets which have an impact across many economic sectors and contribute to a modern economy. This refers to the work in accounting services, marketing and media. Business associations play a critical role in advocating for better rules and regulations and the project also works on this.
KATALYST identifies and analyses the above markets by using a variety of tools like sub-sector analysis, cluster analysis, UAI surveys and enabling environment studies. In this process it identifies a sector’s constraints and opportunities, its market players, the direction the sector/market is moving in, a vision of the future and what would be key areas for project intervention such as farm or firm productivity, input related issues or output related issues.
KATALYST’s assistance can be related to improving market access, management and technical skills, quality and production methods. The project does not give direct support to individual enterprises but tries to stimulate stakeholders to provide their own solutions to problems and identify opportunities. In order to maximise scale and outreach to small and medium-sized enterprises, KATALYST also engages with business service providers who can best address the problems in a specific sector. For example, service providers can be private companies that help others to improve their business or business associations that influence the regulatory framework for SMEs.
Katalyst is working in growing sectors where the poor participate in large numbers as producers, employees and consumers. The project's activities in agricultural sectors like vegetables and pond fishery fall under this category. Katalyst also works in service markets which have an impact across many economic sectors and contribute to a modern economy. This refers to the work in ICT, marketing and media. The governance of the country also play a critical role in setting up rules and regulations conducive for business and economic growth and the project also works on this.
Katalyst does not provide direct support to a limited number of SMEs and farmers, but works indirectly, as a facilitator, to develop market systems through which services and essential inputs can reach a potentially much larger number of SMEs and farmers. The characteristics of Market Development can be outlined as:
It is a systemic approach: instead of assisting the small enterprises and farmers directly, it tries to develop systems that ensure that the poor have access to services that they need on a sustainable basis to fight poverty.
It is an indirect approach: working to develop these systems inevitably results in a time lag between project interventions and enterprise level impacts – it is not a “quick-fix” approach.
It is an incremental approach: This requires evolving packages of interventions over time, in different service markets or group of markets to improve the competitiveness of a sector.
Katalyst identifies and analyses the different markets by using a variety of tools like sub-sector analysis, cluster analysis, UAI surveys and enabling environment studies. In this process it identifies a sector’s constraints and opportunities, its market players, the direction the sector/market is moving in, a vision of the future and what would be key areas for project intervention such as farm or firm productivity, input related issues or output related issues. Katalyst’s activities are designed with a pro-poor focus, thus identifying the poor in each sector and working to improve their businesses and living standards.
Market development and pro-poor growth can influence the livelihoods of the poor in six direct or more indirect ways: (1) increased employment and/or income generating opportunities from increased economic activity; (2) better market integration, that is better access to the means of production (inputs, intermediate goods, services), which allow for higher productivity, and better access to end markets; (3) higher levels of income security and reduced risks related to crop failure, business failure and occupational hazards; (4) empowerment, representation and voice through access to information, collective bargaining (e.g., producer groups, samities) and entitlements; (5) better access to essential consumer goods and services; and (6) support basic human rights by making nutrition, hygiene, clothing, shelter and education more accessible. The complete Poverty Strategy of Katalyst integrates how the organization deals with enhancing the lives of the poor through different mechanisms.
Katalyst’s assistance can be related to improving market access, management and technical skills, quality and production methods. The project does not give direct support to individual enterprises but tries to stimulate stakeholders to provide their own solutions to problems and identify opportunities. In order to maximise scale and outreach to small and medium-sized enterprises, Katalyst also engages with business service providers who can best address the problems in a specific sector. For example, service providers can be private companies that help others to improve their business or business associations that influence the regulatory framework for SMEs.
Types of Business Services
Transacted services: This refers to a situation where there is a distinct supplier of knowledge and information, often outside the value chain, and a payment in cash or kind takes place. Examples include management consultancy, advertising services and market research.
Embedded services: This refers to services that are packaged or bundled within commercial transactions in the value chain. There is normally neither a distinct service provider nor a fee paid. Examples include design advice to a manufacturer from a buyer or knowledge on input use from an input supplier.
Public Benefit Services: This refers mainly to services provided by chambers or associations which have an effect beyond a single enterprise. Examples include advocacy for business friendly regulations or information on new trends and opportunities.