Kenyan Products a Global Success Story

The East African nation of Kenya has become synonymous with high-quality agricultural products, and offers lessons for other countries across the South. The country has been able to combine innovation in new technologies (it is a pioneer in mobile phone applications like m-banking), with quality control for its products like the Coffee Kenya Brand logo (http://www.coffeeboardkenya.org) and ease of access to information on Kenyan products and resources via the internet – crucial to drumming up international business – like the SME Toolkit Kenya (http://kenya.smetoolkit.org/kenya/en) .

There are several advantages to improving standards and productivity in agricultural products in Africa. The first is regional: greater productivity and efficiency will help in reducing malnutrition and food crises that have plagued the continent for decades. Secondly, it also allows Africa to export food to other countries with fast-growing economies and boost the continent’s wealth.

The dramatic changes taking place in African countries – especially rapid urbanization that has made the continent home to 25 of the world’s fastest growing cities (International Institute for Environment and Development) – means there is an urgent need to increase food production and stabilize rural economies to support farming.

Kenya is considered home to one of the continent’s most successful agricultural production zones, with multiple agricultural products and brands developing a solid global reputation for quality.

The country benefits from the fertile Great Rift Valley (http://en.wikipedia.org/wiki/Great_Rift_Valley) , where the country’s biggest crops – tea and coffee – are grown.

Agriculture is a key part of Kenya’s economy: 75 percent of the working population is employed in the sector. Farming sits behind tourism as the country’s second biggest contributor – 20 percent – to the gross domestic product (GDP).

Kenya has had a great deal of success with fruits, vegetables and flowers (Kenyan flowers are a mainstay of many European supermarkets). Kenya has been able to achieve this by using well the 10 percent of the country’s land that is suitable for farming.

Around Mount Kenya (http://en.wikipedia.org/wiki/Mount_Kenya) , the cool and wet climate is perfect for farming tea, coffee, flowers, vegetables, corn and sisal. Other products that have been successfully grown include sugar cane, pineapple, cashew nuts, cotton, and livestock-related products – dairy goods, meat, hides and skins.

Kenya’s main export markets are the United Kingdom, the Netherlands, Pakistan and the United States. This agricultural export success has had a knock-on effect of reinforcing a global reputation as one of Africa’s best countries for business.

In the tea market, James Finlay and Williamson have a strong reputation and sell to major supermarkets in the UK.

Another successful tea company is Kenya Tea Packers Limited (Ketepa) (http://www.ketepa.com) . A Kenyan-owned company, it enhances the standard of living of the small scale tea growers of Kenya who are the bulk of its shareholders.

Kenya is one of the world’s top 20 coffee producers and has a good reputation for its Arabica beans. Kenya produces 2 million bags of coffee a year and the coffee industry employs 6 million people (www.coffeeboardkenya.org) .

When it comes to exporting flowers (http://www.kenyan-flowers.com) , Kenya is a global powerhouse: 38 percent of the world’s exported flowers are grown there. The majority – 97 percent – are sent to the European Union. Its popular flowers include chrysanthemums, roses and carnations. This time-sensitive crop benefits from the air links of its capital, Nairobi.

Kenya even has a successful brand of beer, Tusker Lager (http://www.tuskerlager.co.uk) . It is a leading export and is proudly African, with its elephant logo and motto “My beer, my country.” It has a large market in the United Kingdom.

By David South, Development Challenges, South-South Solutions

Published: June 2010

Development Challenges, South-South Solutions was launched as an e-newsletter in 2006 by UNDP's South-South Cooperation Unit (now the United Nations Office for South-South Cooperation) based in New York, USA. It led on profiling the rise of the global South as an economic powerhouse and was one of the first regular publications to champion the global South's innovators, entrepreneurs, and pioneers. It tracked the key trends that are now so profoundly reshaping how development is seen and done. This includes the rapid take-up of mobile phones and information technology in the global South (as profiled in the first issue of magazine Southern Innovator), the move to becoming a majority urban world, a growing global innovator culture, and the plethora of solutions being developed in the global South to tackle its problems and improve living conditions and boost human development. The success of the e-newsletter led to the launch of the magazine Southern Innovator.  

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A Local Drink Beats Global Competition

For many decades, strong American and multinational food brands have penetrated markets in the South. This is a global business success story for those companies, but the downside has been the marginalizing of local alternatives. This not only reduces wealth-creating opportunities for local entrepreneurs, but also leads to products like sugary soda pops (http://tinyurl.com/yzwal98) pushing aside healthier, local alternatives like tea.

But one company in Indonesia has been pioneering a healthy local drinks empire while also seeing off aggressive foreign rivals. Teh Botol Sosro, a tea drink in Indonesia bottled by family-owned business Sosro, was not only the first bottled tea brand in the country, but also in the world, it claims. The company started bottling the jasmine-flavoured black tea drink in the 1970s.

The Indonesian company has shown that it is possible for local flavours to beat powerful international brands like Coca Cola in the battle for drinkers’ palates. While Coca Cola has tried to sell many bottled tea drinks in the Indonesian market, they have not been able to push aside the local product, The Teh Botol Sosro. Brewed by the Sinar Sosro company, it has captured 70 percent of the non-carbonated drinks market.

It is a drink of cool, black, sweetened tea with a hint of jasmine. Invented by the Indonesian family of Sosrodjojos, Sosro (http://www.sosro.com/) was founded in central Java in the 1940s.

Culturally, Indonesians have either coffee or tea with their meals. The brand’s marketing slogan plays on this: “Whatever you eat, you drink Teh Sosro.”

The company has aggressively fought off competition not only from local rivals, but also from Coca Cola’s Frestea brand and Pepsi Cola’s Tekita. The company stayed sharp in its business strategy, never letting a rival product take hold. Just as a rival would introduce a new product, Sosro would reply with a new drink attuned to Indonesian tastes. This ability to not be complacent about the company’s success, and to use its knowledge of local tastes to always outsmart foreign competition, has kept the company where it is today.

Sosro pioneered bottled drinking tea with its launch in 1970 and started with a dried tea only distributed in Central Java.

The journey to cold, bottled tea is an amusing one. The company first wanted to promote its tea in Jakarta, the capital, by having public tastings. But by brewing the tea on the spot, the too-hot tea took too long to drink for impatient Jakartens. The solution was to not brew the tea on the spot, but instead to brew it off-site and deliver to markets in big pans on trucks. But the bad roads made this a bit of a mistake as well: the tea would spill on the journey.

The ‘aha’ moment came when the idea arose to store the brewed tea in bottles. The bottles were eye-catching and have evolved in design over the years.

The drink now comes in various packages, from a returnable glass bottle (220 ml) to a Tetra Pak (1 litre, 250 ml, and 200 ml) and a 230 ml pouch.

The Botol Sosro (http://www.sosro.com/teh-botol-sosro.php) is not the company’s only product: it also brews Fruit Tea, The Botol Kotak and S-Tee. The economic benefits of these popular brands stay local, as Sosro gets the tea from PT Gunung Slamet, which operates three tea estates covering 1,587 hectares in Indonesia.

By David South, Development Challenges, South-South Solutions

Published: March 2010

Development Challenges, South-South Solutions was launched as an e-newsletter in 2006 by UNDP's South-South Cooperation Unit (now the United Nations Office for South-South Cooperation) based in New York, USA. It led on profiling the rise of the global South as an economic powerhouse and was one of the first regular publications to champion the global South's innovators, entrepreneurs, and pioneers. It tracked the key trends that are now so profoundly reshaping how development is seen and done. This includes the rapid take-up of mobile phones and information technology in the global South (as profiled in the first issue of magazine Southern Innovator), the move to becoming a majority urban world, a growing global innovator culture, and the plethora of solutions being developed in the global South to tackle its problems and improve living conditions and boost human development. The success of the e-newsletter led to the launch of the magazine Southern Innovator.  

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As cited in Export Now: Five Keys to Entering New Markets by Frank Lavin and Peter Cohan (Wiley).

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Rainforest Gum Gets Global Market

Mexico is home to the second largest rainforest in the Americas after the Amazon jungle. But the country’s forests face serious threats from logging, cattle ranching and agriculture. As much as 80 percent of Mexico’s original forests have already been lost.

A group of Mexican farmers is now using sophisticated product marketing to preserve their income, and the 1.3 million hectares of rainforest as well. They are called chicleros and they harvest the gum needed to make natural chewing gum, a once-booming industry laid waste by the arrival of synthetic chewing gum in the 1950s. Their story is an excellent example of how a declining industry can turn things around with a smart plan and sophisticated marketing.

A collection of 56 cooperatives comprising 2,000 chicleros – called Consorcio Chiclero – is now making, marketing and selling its own brand of chewing gum: Chicza (http://www.chicza.com/index.php). The chicleros are supporting a community of 10,000 people across the three states of Yucatán, Campeche and Quintana Roo.

Gum has been chewed in Mexico to clean teeth as far back as the ancient Mayan people in the second century AD.

The gum harvesting business was dying out and young people, put off by the low pay, were leaving for jobs elsewhere. The adminstrators of the chiclero co-operative created Chicza Rainforest Gum brand to save the industry. They made a deal with Britain’s Waitrose supermarket chain, which specializes in fair trade products, and the gum is being launched in 100 stores.

The brightly coloured packages of chewing gum are now being sold as organic and a way to preserve the forest. Frustrated by the decades of decline and attendant poverty and community decay, the chicleros decided to take matters into their own hands. Five years ago they decided to avoid the middlemen who would buy their raw gum products, and instead manufacture and market the chewing gum themselves. And it is paying off: by adding value to the raw product, each farmer’s income has grown six times higher than he would earn as a mere provider of raw material.

The gum comes in three flavours: wild mint, heirloom lime and spearmint. Future flavours will blend tropical fruits, herbs and spices.

The Consorcio Chiclero coordinates the production, the logistics, the trade and the finances for the manufacture of gum from the chicozapote tree (Manilkara zapota).

Certified organic, the Chicza gum is completely natural and free of synthetic ingredients and also biodegrades when it is discarded – a boon to city governments who hate the mess and cost of traditional gum left on sidewalks.

The farmers work in the rainforest at the southern end of Mexico’s Yucatan peninsula (http://en.wikipedia.org/wiki/Yucat%C3%A1n_Peninsula), bordering Guatemala and Belize. It is a place with one of the most bio diverse ecosystems in the world, and an environment the farmers are in harmony with. The chicle gum (http://en.wikipedia.org/wiki/Chicle) is harvested from chicozapote trees – some living for more than 300 years – by hacking z-shaped cuts into the bark of the 100 foot trees. The harmless cuts zig zag down the tree and a bucket is placed at the bottom to collect the dripping sap.

Once collected, the sap is boiled, dried and made into a sticky paste, which is then kneaded and shaped into bricks called marquetas. Each marqueta is carefully marked by its maker. Since the sustainable management of their rainforests is certified by FSC (Forest Stewardship Council) (http://www.fsc.org/), these marks contain relevant information that tells the name of the chiclero who harvested it, and the exact location of the harvested tree in the rainforest. Few products offer such perfect traceability.

“I started following my dad around the rainforest when I was 10 and working when I was 12,” farmer Porfirio Banos told The Guardian newspaper. “I am a chiclero to my core.”

Working in a remote area of rainforest jungle with just spider monkeys for company, the chicleros are paid by the amount of chicle harvested

“We don’t kill the trees like farmers do when they clear land to grow corn or graze cattle,” says Roberto Aguilar, 60. “We leave a wound, it’s true, but eight years after it is healed and producing chicle again.”

The chicleros face two main risks while doing the job: falling from the trees if their rope gives out; and being bitten by poisonous snakes.

Chicle was once the basis of all commercial chewing gum. Beginning in New York 141 years ago, it was the only source for chewing gum until the 1950s, when synthetic substitutes destroyed the industry.

It was the economic desperation of a Mexican general, Antonio Lopez de Santa Anna, living in exile in the United States in 1869, that gave birth to gum-chewing as a global practice. Working with a local inventor, Thomas Adams, he tried to use the chicle to make a rubber substitute. But when this failed, Adams added sugar and flavouring, making chewing gum.

Apart from being a great chew, the natural gum’s unique selling point is saving money: local governments tight for cash are looking for other ways to deal with the menace of chewing gum on pavements. A small fortune is spent every year trying to keep streets clean of gum. The British alone spend over UK £150 million every year trying to clean their streets of chewing gum.

And despite the global recession, the chicleros are optimistic they can do well: during the Great Depression of the 1930s, chewing gum was an affordable treat and sold well.

By David South, Development Challenges, South-South Solutions

Published: April 2009

Development Challenges, South-South Solutions was launched as an e-newsletter in 2006 by UNDP's South-South Cooperation Unit (now the United Nations Office for South-South Cooperation) based in New York, USA. It led on profiling the rise of the global South as an economic powerhouse and was one of the first regular publications to champion the global South's innovators, entrepreneurs, and pioneers. It tracked the key trends that are now so profoundly reshaping how development is seen and done. This includes the rapid take-up of mobile phones and information technology in the global South (as profiled in the first issue of magazine Southern Innovator), the move to becoming a majority urban world, a growing global innovator culture, and the plethora of solutions being developed in the global South to tackle its problems and improve living conditions and boost human development. The success of the e-newsletter led to the launch of the magazine Southern Innovator.  

Follow @SouthSouth1

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Accessing Global Markets Via Design Solutions

The power of design to improve products and the way they are manufactured is increasingly being seen as a critical component of successful economic development.

The importance of trade – both South-South and South-North – as a reducer of poverty in developing countries is now widely acknowledged. Countries that have made the biggest gains in reducing poverty, like China, India and Brazil, have done it through trade.

The power of trade in high quality goods to raise incomes has been proven for more than a decade. South-South trade grew by an average of 13 percent per year between 1995 and 2007. By 2007, South-South trade made up 20 percent of world trade. And over a third of South-South commerce is in high-skill manufacturing. Making finished goods, rather than just selling raw materials, improves workers’ skill levels and increases the return on trade.

But trying to get other people to desire and buy your products is very tricky. Design plays a major part in understanding the unique demands of countries and markets, and what people find appealing or repellent.

A product that has both a successful design (people want to buy it) and is produced efficiently (a well-designed manufacturing process), will generate a good profit.

In India, the Craft Resource Centre or CRC Exports Limited of Kolkata (http://en..wikipedia.org/wiki/Calcutta)has been successfully selling leather travel bags to the Vodafone (>http://www.vodafone.com/hub_page.html) mobile phone company in The Netherlands. It did this by teaming up with Dutch Designers in Development (http://www.ddid.nl/english/index.html), an NGO focused on matching European importers and retailers and professional designers with small and medium enterprises in the South.

Founded in 1989, CRC applies the concept of adding value to turn small-scale and poor artisans into successful and sustainable businesses. Many of these traditional handicraft artisans subsist on low incomes. CRC provides artisans across India with marketing, design, finance and exporting help. It also connects them with other artisans and helps to divide projects between them. This has the power of using networks to help in bad times while also sharing opportunities when they come up.

CRC’s director, Irani Sen, has divided the more than 15,000 artisans they work with into 15 different trading groups. CRC has also consulted to over 350 projects across Asia.

“The best thing fair trade gives (artisans) is the continuity of work … and with the continuity comes the basic security,” Sen said on the CRC website. “With that security they can develop, they can plan and then we try to motivate them for education, health (and) education for their children.”

It all began with a need: Dutch company Unseen Products (http://www.unseenproducts.com/home) needed somebody to make high-quality leather travel bags for their client, Vodafone, who in turn wanted the bags as an incentive for their employees. Unseen Products is a business connecting European retailers with small producers in the South to build long-term business relationships. They seek to make “unseen or hard to find products accessible at commercially interesting prices.”

They approached Dutch Designers in Development (DDiD), which in turn recommended CRC.

As a matchmaker, DDiD puts together European clients, Dutch designers and small and medium-sized enterprises in developing countries. The designers share their knowledge of European consumer tastes, product development, design and quality standards.

DDiD receives orders from companies, NGOs and government agencies to stimulate the production and sale of sustainable products from developing countries in Europe.

The Dutch group works with producers to develop skills and adapt producers’ products to present and future demands in Europe. By following this approach, Southern producers can reduce the risk of making products nobody wants, or that lack originality in the marketplace and thus won’t sell.

DDiD explains to producers the importance of design and how it improves the product and the business. Good design, the group believes, should reduce production costs and the time taken to get to market, and boost the reputation of the product brand and maker.

Well-known Dutch bag designer Ferry Meewisse (http://www.frrry.com/hiep/Entrance.seam?labelId=1) was brought in to work with CRC’s artisans to craft new bags and a new way of making them.

Meewisse said he was uncertain at first whether the artisans would be able to make the highly complex bags. The solution was to break down the bag into smaller parts. And that is where the knowledge of design process comes into play.

“The button bag for example is a complex bag that has been taken apart: compartments, pockets, handles,” said Meewisse. “This provided us with elements that were each really simple to manufacture. After that the pieces would only have to be clicked together with the buttons. And there it was: a complete bag with all the elements you need in a good bag.”

The bags can be seen here: http://www.frrry.com/hiep/guest/GuestSeries.seam?seriesId=9&conversationId=30930

Stella van Himbergen, a project manager at DDiD, said the concept is about introducing a new way of looking at things through the prism of design.

“Small producers in developing countries are not lacking craftsmanship,” said Himbergen. But, she added, “it is important for producers to receive support in production-led design, and not only in aesthetic design.”

Conceptually, this is the difference between designing and making something because it is aesthetically pleasing, and taking a market-driven design approach – letting market demands lead to the design solution. As a different way of looking at things, it takes in the company’s vision, brand values and positioning in the marketplace, production requirements (costs, sustainability), organization, and client’s needs.

DDiD helps producers learn how to quickly create new products based on market demands. They also raise the level of awareness of design to global standards, and show how to apply this across the production process, from graphic design, to packaging, retail and exhibition space, brand design and design management. Since 2005, the group has completed 46 international projects.

DDiD also stresses sustainability, encouraging the use of environmentally friendly materials such as biological cotton, bamboo and water hyacinth for paper and rope.

Apart from Vodafone, the CRC-made bags are sold in shops and on the web.

The extra attention to design seems to have paid off. CRC’s bags have been such a success that a second order has been placed. And CRC has picked up another project from Dutch importer Global Goodies (http://www.globalgoodies.nl/).

By David South, Development Challenges, South-South Solutions

Published: March 2009

Development Challenges, South-South Solutions was launched as an e-newsletter in 2006 by UNDP's South-South Cooperation Unit (now the United Nations Office for South-South Cooperation) based in New York, USA. It led on profiling the rise of the global South as an economic powerhouse and was one of the first regular publications to champion the global South's innovators, entrepreneurs, and pioneers. It tracked the key trends that are now so profoundly reshaping how development is seen and done. This includes the rapid take-up of mobile phones and information technology in the global South (as profiled in the first issue of magazine Southern Innovator), the move to becoming a majority urban world, a growing global innovator culture, and the plethora of solutions being developed in the global South to tackle its problems and improve living conditions and boost human development. The success of the e-newsletter led to the launch of the magazine Southern Innovator.  

Follow @SouthSouth1

Google Books: https://books.google.co.uk/books?id=PBB0LYdAPx8C&dq=development+challenges+march+2009&source=gbs_navlinks_s

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Urban Farming to Tackle Global Food Crisis

The world’s population is becoming more urban by the day. By 2030, some five billion people around the world will live in cities. This year is the tipping point: urban dwellers (3.3 billion people) now outnumber rural residents for the first time (UNFPA’s State of the World Population 2007 Report).

But with rising food prices across the globe, many city-dwellers are experiencing hunger and real hardship. On international commodity markets, food prices have gone up 54 percent over the last year, with cereal prices soaring 92 percent (FAO – World Food Situation). While living in an urban environment means living cheek-by-jowl with other people, it doesn’t mean there aren’t ways to grow food and supplement urban dwellers’ tight budgets and boost diets.

U.N. Secretary-General Ban Ki-moon has called for food production to increase 50 percent by 2030 just to meet rising demand – and right now there are 862 million people undernourished (FAO). But one solution, urban farming, can make a huge difference, as the Caribbean island of Cuba has shown.
Today, Cuba imports about 50 percent of its minimum fuel and food requirements – a cost that reached US $1.6 billion last year for food. (Reuters). The island has been buffeted by one food crisis after another in the past two decades, first by the collapse of its aid from the Soviet Union, and then by a fuel crisis. But now, urban farming in Cuba provides most of the country’s vegetables, thanks to urban gardens that have sprung up on abandoned land in the country’s cities and towns. And the food is pesticide-free: 70 percent of the vegetables and herbs on the island are organic (http://www.soilassociation.org/web/sa/saweb.nsf/Living/ whatisorganic.html).

These urban farms mean fresh food is just a short walk away from the people who eat it. And in a world of rising fuel prices, Cuba has reduced the use of fossil fuels in the production and transportation of food.

The urban farms have created 350,000 jobs that pay better than most government jobs. It has also improved Cuban’s health: many have moved from diets dominated by rice and beans and imported canned goods from Eastern Europe, to fresh vegetables and fruits.

While Cubans receive at least a basic state ration of rice, beans and cooking oil, the rations do not include fresh fruit and vegetables. After the withdrawal of Soviet subsidies, the average Cuban’s daily calorie intake fell sharply. Between 1989 and 1993, daily calorie intake dropped from 3,004 to 2,323 (UN). But with the growth of urban farms, this has moved up to 3,547 calories a day – even higher than the amount recommended for Americans by the US government.

The secret to this success has been the rise of entrepreneurs like Miladis Bouza, a 48-year-old former research biologist who had to abandon a comfortable middle class life after the collapse of the Soviet Union. Her government salary dropped to US $3 a month. Unable to make ends meet and provide food for her family, she quit her job.

The Cuban government allowed people to turn unused urban land into mini farms. The cities have many vacant lots because the state owns most land and there isn’t competition from private developers, as in many other countries. Unusually for communist Cuba, 80 percent of the profits are kept by the farmers. This can be an average wage of US $71 per month.

“Those salaries are higher than doctors, than lawyers,” Roberto Perez, an agronomist who runs the country’s first urban farm, told The Associated Press. “The more they produce, the more they make. That’s fundamental to get high productivity.”

Miladis grabbed this opportunity to farm a half-acre plot near her home in Havana. Along with her husband, she grows tomatoes, sweet potatoes and spinach, and sells the vegetables at a stall on nearby busy street. This has enabled her monthly income to rise to between US $100 per month and US $250 per month, far more than the average government salary of US $19 per month.

Cuba was inspired by greenbelt farms in Shanghai (http://en.shac.gov.cn/hjgl/jqgk/t20030805_82028.htm): but Cuba has gone even further to make urban farming a key part of the national food supply.

All this urban farming is also all-natural farming. Farms have had to turn to natural compost as fertilizer, and natural pesticides like strong-smelling celery to ward off insects.

So-called organoponicos (http://academicos.cualtos.udg.mx/Pecuarios/ PagWebEP/Lecturas/ORGANOPONICOS.htm ) gather together a wide variety of vegetables, fruits and herbs, as well as ornamental plants. Customers are offered mangos, plantains, basil, parsley, lettuce, garlic, celery, scallions, collard greens, black beans, watermelon, tomatoes, malanga, spinach and sweet potatoes.

“Nobody used to eat vegetables,” said David Leon, 50, buying two pounds of Swiss chard at a Havana organoponico. “People’s nutrition has improved a lot. It’s a lot healthier. And it tastes good.”

By David South, Development Challenges, South-South Solutions

Published: June 2008

Development Challenges, South-South Solutions was launched as an e-newsletter in 2006 by UNDP's South-South Cooperation Unit (now the United Nations Office for South-South Cooperation) based in New York, USA. It led on profiling the rise of the global South as an economic powerhouse and was one of the first regular publications to champion the global South's innovators, entrepreneurs, and pioneers. It tracked the key trends that are now so profoundly reshaping how development is seen and done. This includes the rapid take-up of mobile phones and information technology in the global South (as profiled in the first issue of magazine Southern Innovator), the move to becoming a majority urban world, a growing global innovator culture, and the plethora of solutions being developed in the global South to tackle its problems and improve living conditions and boost human development. The success of the e-newsletter led to the launch of the magazine Southern Innovator.  

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Google Books: https://books.google.co.uk/books?id=OgQrIxfJdF0C&dq=development+challenges+june+2008&source=gbs_navlinks_s

Slideshare: http://www.slideshare.net/DavidSouth1/development-challengessouthsouthsolutionsjune2008issue

Southern Innovator Issue 1: https://books.google.co.uk/books?id=Q1O54YSE2BgC&dq=southern+innovator&source=gbs_navlinks_s

Southern Innovator Issue 2: https://books.google.co.uk/books?id=Ty0N969dcssC&dq=southern+innovator&source=gbs_navlinks_s

Southern Innovator Issue 3: https://books.google.co.uk/books?id=AQNt4YmhZagC&dq=southern+innovator&source=gbs_navlinks_s

Southern Innovator Issue 4: https://books.google.co.uk/books?id=9T_n2tA7l4EC&dq=southern+innovator&source=gbs_navlinks_s

Southern Innovator Issue 5: https://books.google.co.uk/books?id=6ILdAgAAQBAJ&dq=southern+innovator&source=gbs_navlinks_s

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