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market has been selected, be clear of the rationale of your choice and document it. Depending on the
technical capacity of the team, the number of team members and the resources available, more than one
critical market can be analysed at one time.
o
It is important to make sure you have identified a feasible market based on the time you have available, the
technical levels required and also your programmatic needs. Do not be shy of asking for specialist help for
more complex markets. You could always do some basic analysis ready for when the specialists arrive.
o
Agencies often identify critical markets too quickly and don’t link them with their specialisation or potential
objectives…
o
In developing your initial list of potential markets, consult as broadly as possible with
local colleagues who
have already visited the disaster area, or who know the population well
o
If gender is a key focus of your agency, make sure markets that are critical to women are considered and
prioritised
Case study examples:
o
Myanmar in 2008: after Cyclone Nargis many rice-farming households in the
Ayeyarwady delta said that
obtaining seeds and tools in time to plant their next crop was a more urgent need than restoring their homes.
o
Abyei, South Sudan in 2011: the EMMA was focused on recovery markets of items frequently distributed by
agencies not only as there was a need to inform programme decisions in the recovery stage but also as an
opportunity to investigate if NGOs needed to change their implementation practice.
o
Port au Prince, Haiti 2010: EMMA focused on markets that were pertinent to the participating NGOs to
ensure the data and recommendations were used. Prior to EMMA initiating, agencies were asked to list
potential
markets
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Step 3: Preliminary Analysis and Mapping - get started
Before starting Step 3, the EMMA leader should have…
o
identified the target population (and groups within it), and their basic priority needs;
o
identified the market systems to be the subject of EMMA investigation and related Key Analytical Questions.
Objectives
Sketch preliminary maps of the market system in baseline and emergency-affected situations. Identify
information gaps and the most promising key informants and market actors to start talking to
Revise and refine the key analytical questions drafted in Step 2
Key Outputs
Preliminary market maps – baseline and emergency-affected
Preliminary seasonal calendar for market system
Revised
key analytical questions
Contacts and leads for key informants
First draft of gap analysis
Key Activities in Step 3
Familiarize the EMMA field team with the toolkit, concepts, and expected outputs (EMMATKp58 Sec3.2)
Undertake initial mapping of baseline and emergency-affected situations (EMMATKp62-67 Sec3.3-3.5)
Develop a picture of the different market-system components (EMMATKp62-67 Sec3.3-3.5)
Revise and update the market-system map with more information (EMMATKp68-72 Sec3.6-3.8)
Compare the baseline and emergency-affected situations (EMMATKp68-72 Sec3.6-3.8)
Sketch an initial seasonal calendar for the market system (EMMATKp68-72 Sec3.6-3.8)
Update the key analytical questions (EMMATKp68-72 Sec3.6-3.8)
Review target population needs and ensure essential data is collected and available
Additional Supporting Information:
1.
Understanding what is meant by a market system (EMMATKp58) and locating your
target group
The ‘market system’ is a crucial concept for an EMMA. It means more than simply a market place or a supply
chain. It is a way of thinking about the complete web of different actors, structures, and rules, which together
determine how goods are produced, exchanged, and accessed by different people. (See ANNEX Step 3 for
examples of baseline and emergency market system maps) Crucially in EMMA, target groups are part of market
systems. In almost all situations, ordinary households use markets for acquiring food, items, and services, and for
selling their produce and labour. In order to analyse the capacity of market systems to play a role in a
(humanitarian) response, it is vital to understand how target groups access and use markets. See Box 3.4 in
ANNEX Step 3 that illustrates the different target groups within the market chain.
2.
Understanding market boundaries – keep the focus
EMMA works by analysing each critical market system in an emergency situation separately. However, it is not
always easy to clearly define the boundaries of a particular market system. During the fieldwork, you may find
that the market system is actually divided into two or more segments due to differences in the quality or brand of
the goods being traded. These segments may serve different end-markets. For example: the market system for a