Most market development programmes aim to support pro-poor growth by working with partners to implement business models which offer new services, new products or new markets to the poor. Business models will only be sustainable if all parties, including the business and the customer, have an incentive to continue. Obtaining insight into the performance of the business model early on in the intervention is therefore crucial.
This case study describes how the Kenya Markets Trust measured sustainability of an innovative business model in the agricultural inputs sector. It shows how they used the findings to determine the next steps for this intervention, and how it informed the design of other interventions.