brac enterprises @ ovop

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R e a l i z i n g p o t e n t i a l t h r o u g heconomic empowerment

H. U. M Mehedi Sajjad | BRAC Enterprises | 03.09.13


What’s inside . . .• Overview of BRAC Social Enterprises

• Evolution of enterprises

• Looking at Few Principles Behind Success


Overview• BRAC Social Enterprises is the income generating concern of BRAC

• Creating market access for the marginal growers, bringing right quality products and services to customers, creating job opportunities – thereby contributing to poverty alleviation made BRAC Social Enterprises a unique model of business for good and changing lives.

• The income-generating model partially enables BRAC’s development programme expenditure. Of total expenditure, 74% expenses are carried by BRAC itself, rest through donor funds

• Income generated from the enterprises are re-invested in social activities like people education, healthcare, livelihood development – always ensuring positive changes in quality of life of people who are poor and deprived.


Reason for existence of BRAC Enterprises

To enable BRAC to attain its vision and mission by

Sustaining the development interventions of BRAC

Poverty alleviation through entrepreneurship development and job creation

Generating surplus for BRAC


BRAC’s Social Enterprises

Retail– Aarong

Livestock – Dairy– Artificial Insemination– Poultry Farms (DOC)– Poultry Rearing Farms– Feed Mills– Broiler Processing & Marketing– Fisheries

Health – Sanitary Napkin & Delivery Kit

Agriculture– BRAC Salt– Sericulture– Nursery– Cold Storage– Tea

Alternate Energy & Renewables– Solar– Recycled Handmade Paper

Printing & Packaging– Printers– Printing Pack


BRAC Social Enterprises are UNIQUE

Enterprises grew out of ‘development interventions’ and not set up as businesses

They do NOT have any ‘shareholders’ but have ‘stakeholders’ that is; those who benefit from BRAC’s Programs – the poor and the entire community. Therefore the decisions are based on ‘stakeholder value’ not ‘shareholder value’

Therefore, there can in some cases be a an element of with in the enterprise ‘cross subsidy’ based on driving mission objectives (which normally does not exist or is not encouraged in commercial enterprises)


Muhammad A. (Rumee) AliManaging Director, BRAC Enterprises & Investments


evolution of

BRAC Enterprises

L o o k i n g a t t h e G e n e s i s


a learning case-in-brief

‘Aarong‘ a Bengali word, means Village Fair


every enterprise of BRAC has its root connected to resolving development challenges


- Country’s top fashion and retail brand with 11 outlets nationwide

- 13 production & 653 sub-centers

- 65,000 rural artisans directly engaged, 85% of them are women

- 25,000 artisans in independent cooperative groups and traditional family-based set-ups market their goods through Aarong

- Empowers destitute rural women by providing opportunities for employment and income generation

- Ensuring commercial success of the enterprise of women producers

- Reviving traditional skills of rural artisans.

Aarong at present


casesmore


Some Principles behind success


– Delicate balance between social good and making profit for sustainability

– Market efficiency • Product quality, pricing, distribution/supply chain, market promotion• Developing strong brand for long term business results

– Business risk management• Product risk/single product dependency• Seasonality risk• Geographical risk• Customer risk/single customer dependency

– People (who’re making the difference) & people behind the people (leadership)


‘pilot, perfect, scale up’

the BRAC mantra

BRAC believes ‘small is beautiful’ but ‘big is necessary’to create positive impact on poor peoples lives


the last note -


Thank you

[email protected]

brac enterprises @ ovop

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