Mobile Phones: Engineering South’s Next Generation of Entrepreneurs
Tuesday, June 16, 2015 at 11:11AM 
Technology is fuelling unprecedented growth in productivity in Asia, with sub-Saharan Africa languishing behind (International Labour Organization). But the growth in mobile phones could help close this gap, as home-grown entrepreneurs are stepping up to exploit this new opportunity.
Mobile phone applications are proving a boon to small businesses and entrepreneurs. They are now putting power in the hands of individuals, making it easier to invent new ways of doing things, transfer money, organise business accounts, provide services, sell things, and keep in touch and up-to-date.
Technology has been the common factor in increases in productivity around the world, and with the rapid rise in mobile phone use, especially in Africa, it looks as if this handy device augers in the next wave of innovation.
And technology and mobile phones in particular, are creating a whole new route to wealth: “The switch.. frees people from geography,” Gregory Clark, an economic historian at the University of California, Davis told The Christian Science Monitor. “Singapore can be as rich as Canada, even though Singapore has no land.”
Technology is seen to be opening a new phase in economic competition in services, embracing a wide range of fields, from banking to tourism to healthcare. And it is entrepreneurs who will be at the forefront of making this happen. The majority (59 per cent) of the world’s 2.4 billion mobile phone users live in developing countries (MIT) – making it the first telecommunications technology in history to have more users there than in the developed world. The number of African mobile phone users passed 200 million at the beginning of this year (www.ovum.com), making it the fastest growing mobile phone market. It has increased at an annual rate of 65 per cent – twice the global average (MIT Media Laboratory).
In Kenya in 2005, the government’s Economic Survey found the small business sector, which employs the majority of workers in the nation of 32 million people, created 437,900 jobs – mostly down to the boom in mobile phones. According to the Massachusetts Institute of Technology (MIT), adding an additional 10 mobile phones per 100 people boosts a typical developing country’s GDP growth by 0.6 per cent. The boost comes from the innovative use of mobile phone technology by local entrepreneurs.
At the University of Nairobi, the SMS Boot Camp (SMS is the text messaging system on mobile phones) is breeding the next generation of African technology entrepreneurs. Working in partnership with MIT, the student entrepreneurs are working on an impressive list of projects, which can be found online at eprom.mit.edu. The projects are varied, and include perfecting prototype ways to collect medical data on mobiles, accurately tracking phone user’s profiles (habits, friend networks etc.), improving communication between Kenyan hospitals and the centralised blood banks in the country, and quick ways to install applications on all of Kenya’s mobile phone SIM cards.
One graduate, Mohammed Temam Ali in Addis Ababa, is now working on a project for the Ethiopian Telecommunications Company. Another is working for Kenyan mobile phone download service, Cellulant.
Nathan Eagle, a visiting lecturer at the University of Nairobi, has been working with the students on the projects: “Phones are starting to be used as a surrogate for all sorts of technology we take for granted in the West. Credit cards, TVs, radios, computers, etc… In the small Kenyan village where I’m writing this email, I can pay for the taxi ride home with my mobile — we’re even scheduled to be getting a Wimax network (wireless internet) here next year. Talk about leapfrog…”
“I’m also advising a small group of newly graduated Rwandan hackers who are building an SMS-based payment system for electricity.”
But Eagle says the obstacles can still be huge: “Government corruption and red-tape. SMS is illegal in Ethiopia… it is pretty frustrating when you go over to teach an ‘sms bootcamp’ class.”
In India, where there are 185 million mobile phone subscribers, computer science doctoral student and founder of Ekgaon Technologies, Tapan Parikh, has founded a business specifically targeting developing mobile phone-based information systems for small businesses in the developing world. Working in rural India, the applications are designed to make it easier for business owners to manage their own operations in an efficient and transparent way, and also to build strong connections both with established financial institutions and their customers. By making it easier to access finance, and also to get a better price, these businesses will stand a better chance of flourishing, it is believed.
One of his applications is called Cam (named after the phone’s camera). It is a toolkit that makes it simple to use phones to capture images and scan documents, enter and process data, and run interactive audio and video.
Parikh is also using these applications to improve micro-finance. Targeting Indian self-help groups (15 to 20 people who pool their capital together, usually women), the application (called SHG MIS – self-help group management and information system) uses the phone’s camera to enter data, uploading it to online databases, and a package of Web-based software for managing data and reporting to the institution that lent the money.
“In these groups, things are often done in a somewhat ad hoc manner, using informal documentation,” Parikh says, “which can lead to instability and impermanence and contribute to the kinds of tensions that lead small groups to fall apart.” The software gives groups a more systematic method of documenting decisions, tracking financial performance over time, and collecting information on loan effectiveness. Parikh has developed his applications around the needs and behaviour of the users.
This next wave of entrepreneurs will be joining a growing list of made-in-the-South mobile phone innovators like ARYTY, G-Cash and Smart Money in the Philippines; WIZZIT and MTN Mobile Money in South Africa; M-Pesa in Kenya; Celpay in Zambia and the Democratic Republic of Congo.
By David South, Development Challenges, South-South Solutions
Published: September 2007
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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Saving Water to Make Money
Tuesday, June 16, 2015 at 11:07AM
The world’s water supplies are running low, and according to the World Health Organisation (WHO), four out of every 10 people are already affected. But despite the gloomy reality of this problem, entrepreneurs in the South are rising to the challenge to save water.
“The situation is getting worse due to population growth, urbanisation and increased domestic and industrial water use,” said WHO’s Director-General, Dr Margaret Chan. While the WHO has adopted the theme ‘Coping with Water Scarcity’ for this year, every year more than 1.6 million people die from lack of access to safe water and sanitation. Ninety percent of these deaths are children under the age of five.
The health consequences of water scarcity include diarrhoeal diseases such as cholera, typhoid fever, salmonellosis, other gastrointestinal viruses, and dysentery.
One unnecessary waste of water is car washing. The number of cars in developing countries is growing fast, with a 27 per cent increase in sales in China this year, and South America overtaking Asia as the world’s fastest-growing regional vehicle market (Global Auto Report). And all these cars will be washed, wasting this precious resource.
The large informal car washing market in Brazil has long been known for paying low wages and avoiding taxes. On top of this they also waste water. Lots and lots of water. In Brazil, 28.5 per cent of the population (41.8 million people) do not have access to public water or wastewater services. And 60 per cent do not have adequate sanitation (Brazilian Institute of Applied Economic Research).
Started in 1994, Drywash uses a locally available Brazilian organic carnauba wax to clean cars without using water. Drywash has also developed a line of cleaning products that cleans every part of a car without the need for water. They estimate they have saved 450 million litres of water in their first 10 years of operation. From the start, they set out to change the status quo and run a business that “thinks like a big corporation,” said its international partner, Tiago Aguiar.
To do this, Drywash’s management team focused on operating an efficient and professional business. When Brazil’s government passed strict laws against informal selling of products, Drywash was well positioned to benefit, with companies preferring to work with a legal business. Customers have also been attracted to Drywash because they know the service is consistent and to a high standard. Drywash made US $2.7 million in 2005.
Drywash prides itself on operating “on the books”, and paying taxes. They are also ambitious, and have expanded outside Brazil and into other services.
And they don’t just do private cars: they also clean private jets, with Drywash Air. They have also expanded into Mexico, Portugal and Australia, on top of 50 Brazilian franchises. They also want to enter the US market.
In China, Landwasher toilets is tackling the growing problem of providing flush toilets to the country’s 1.32 billion people. As its founder Wu Hao told the World Resources Institute (www.nextbillion.net), “Assuming all of our country uses water-flushing toilets, not even the Changjiang and the Yellow Rive will be enough.”
Formed six years ago, it has patented a process using a special agent and sterilisation to dispose of human waste without using water, and very little electricity.
Hao graduated from Beijing University’s Physics Department and developed management experience working in manufacturing, securities investment and corporate management.
“On a personal level, I love the natural environment… I can’t endure the large scale waste and damage to the environment caused by the process of construction in China.”
Landwasher has seen its sales grow to 40 million Yuan (US $5.2 million), and has six sales offices covering 27 provinces.
Landwasher has just been awarded a contract to provide portable toilets to the 2008 Olympics in Beijing.
By David South, Development Challenges, South-South Solutions
Published: September 2007
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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Slideshare: http://www.slideshare.net/DavidSouth1/development-challengessouthsouthsolutionsseptember2007issue
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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
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Social Franchising Models Proving Poor Bring Profits
Tuesday, June 16, 2015 at 11:05AM
The 4 billion people in the world who live on less than US $2 a day have been described as the bottom of the economic pyramid, or BOP for short. In his book The Fortune at the Bottom of the Pyramid, Indian business consultant and professor CK Prahalad argues that this attitude must be turned on its head: rather than seeing the world’s poor as a burden, only worthy of charity, Prahalad sees nothing but opportunity and unmet needs that business can address. In short, he argues, profits can be married with the goal of eradicating poverty.
Prahalad has gone so far as to claim this is a market potentially worth US $13 trillion, while the World Resources Institute puts it at US $5 trillion in its latest report, The Next 4 Billion.
One of the tools business is turning to reach the world’s poor is known as social franchising. The concept borrows from the business world and the highly successful franchise models that are more commonly associated with fast-food restaurants and computer and clothing retailers – wherever rapid expansion and scale are required to reach the biggest market possible. And there is no bigger market, social franchising advocates claim, than the world’s four billion poorest people.
In the past, most formal business in developing countries chased the small middle class or the even smaller elite or foreign expatriate communities. Traditional poverty eradication strategies have also been criticized for being too narrow, focused on a very small group, or for wasting time and resources replicating what has already been achieved elsewhere, and for ballooning and shrinking depending on aid grants or success at fundraising. Social franchising aims to bypass these weaknesses by finding models that work, making sure they are self-financing, and then quickly scaling them up to reach as many people as possible. It’s a model that is gaining more followers and the serious interest of big and small businesses.
One example is the Scojo Foundation in India, established to tackle the common problem of blurry vision as people age (presbyopia). Not a disease, the first symptoms occur between the ages of 40 and 50. Low vision affects 124 million people in the world according to the World Health Organization’s Vision 2020 campaign, organizers of World Sight Day 2007 on October 11.
Blurry vision is a serious disability for weavers, mechanics, goldsmiths and others whose livelihoods depend on near vision. As vision deteriorates, these people are unable to provide for their families. Yet it is easily treatable with a pair of eyeglasses.
Since, 2002, the Scojo Foundation (the social franchising wing of eyeglasses manufacturer Scojo New York, has launched operations in Bangladesh, Mexico, Guatemala, El Salvador and Ghana. Its largest and fastest growing operation is in India, where it employs more than 560 entrepreneurs in rural villages, and selling more than 50,000 pairs of glasses since 2001.
It has grown quickly because the business model has been replicated by local staff who work as franchisees. It has followed the franchise model by building a network of “vision entrepreneurs” – low-income men and women, who in turn sell reading glasses directly to rural villagers throughout India. The franchise model enables the “vision entrepreneurs” to earn a good income, and gain respect from other community members.
Nico Clemminck, co-author of a case study on Scojo, found the price was very competitive with other options in India, and that the higher quality of the glasses made them attractive to villagers.
“The franchisees, or Vision Entrepreneurs as Scojo calls them, that we met were very involved with Scojo – some of them shifting away their focus from previous occupations to spend the majority of their time on conducting vision screenings and selling glasses. The main reason is that the business is quite profitable to them – they make a US $1 margin per glasses sold, which is very high compared to other retail products. A trend we did notice is that commitment decreases over time, as the entrepreneurs exhaust their immediate circle of relatives or target village populations, and the incremental sale becomes tougher to make.”
According to Clemminck, Scojo has been able to quickly and successfully expand to other countries by forming partnerships with existing networks that reach into villages.
The profit hierarchy works like this: the manufacturer charges US $1 for the reading glasses, Scojo charges another US $1, the franchisee a further US $1, and the customer pays US $3 for the glasses. By creating profit at each stage, the model ensures the financial incentives are there to keep the distribution network active.
Prior to Scojo, it was believed developing infrastructure in rural Indian communities is too high to sustain a franchising model for low-cost products. Scojo found it was possible to succeed with this model, by focusing on profitability and sustainability right from the start, pursuing aggressive growth through partnerships to build economies of scale, blocking competitors by having a strong brand and first-mover advantage, constantly refining the model across regions, and delivering a tangible social benefit, both economic and health.
On average, franchisees work 20-30 hours per month and earn US $15 to US $20 per month. Considering most franchisees were living on US $1 a day, the extra income is very welcome, Clemminck said.
“This project gave me insight into the large, untapped market opportunity that exists,” says case study co-author Sachin Kadakia, “and how the concept of ‘Bottom of the Pyramid’ provides a tangible and significant improvement to the quality of life of people in these communities.”
Another social franchise gaining ground in India is Medicine Shoppe. As a chain of pharmacies, Medicine Shoppe targets underserved communities by offering entrepreneurs franchises. It is an offshoot of the largest franchiser of independent community pharmacies in the US, Medicine Shoppe International Inc.. It can draw on its strong brand and identity to appeal to potential franchises.
Acumen Fund fellow Nadaa Taiyab, who is working with Medicine Shoppe’s expansion to help the rural and urban poor, found it was important to learn lessons and adapt the model.
“When I arrived in December (2006),” she said, “we opened the first Sehat Clinic. Last weekend we opened the seventh, with an eighth shortly underway. The model has undergone a tremendous evolution in the past six months. We shifted our site selection strategy from relatively affluent areas with a slum nearby, to locating the clinics right inside slums. We redesigned the process through which we recruit doctors and created an employment package that allows us to hire experienced doctors at a salary we can afford.
“We also implemented an entirely new concept for Medicine Shoppe called community marketing outreach. Through this program, we hire local women in each area to make daily home visits, refer patients to the clinic, spread health education and awareness, and promote our free health camps and health clinics. In the past four months we have held over 35 health-plus-vision-testing camps, serving over 4,000 people.
“We have also made some changes to the look and feel of the clinics and shops and put all our marketing materials in the local language, to make our services more appealing to low-income markets.”
There are critics of the BOP approach, however. Aneel Karnani from the Ross School of Business at the University of Michigan, argues from a for-profit perspective, business would be much better off targeting the needs of the growing middle classes, especially in countries like India and China. He, however, does acknowledge that social franchising businesses like above, where social responsibility is key, are relevant to meeting the needs of the poor.
By David South, Development Challenges, South-South Solutions
Published: August 2007
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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Slideshare: http://www.slideshare.net/DavidSouth1/development-challengessouthsouthsolutionsaugust2007issue
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Southern Innovator Issue 5: https://books.google.co.uk/books?id=6ILdAgAAQBAJ&dq=southern+innovator&source=gbs_navlinks_s
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Cooking up a Recipe to End Poverty
Tuesday, June 16, 2015 at 11:03AM
Like music, food has a powerful ability to jump across cultural and regional barriers and unite people in the sheer pleasure of the meal. Tapping the rich vein of regional culinary heritages is also a great way to make money. Promoting local recipes and foods has other benefits: as the global obesity (or globesity as WHO calls it) epidemic reaches into the urban areas of cities in the developing world, anything that pulls people away from fast food and high-fat foods is a good thing. Doctors have found home cooking keeps people thin and is better for them.
The trend across the developing world towards eating away from home is another factor in the growing obesity crisis. While cooking at home allows for control of ingredients and portion sizes, eating out usually means more high energy and fatty foods. The global obesity crisis is threatening to reverse many essential health gains brought about by development. As communities prosper, diets become more reliant on junk food and fast food.
The International Obesity Task Force found 1.7 billion people in the world need to lose weight. There are now more overweight people in the world than hungry people. Neville Rigby, the policy director of the task force, told The Associated Press, “What’s clear is that the developing world in particular is going to bear the enormous brunt of this weight gain. It’s rapidly accelerating. We’re even seeing obesity in adolescents in India now. It’s universal. It has become a fully global epidemic – indeed, pandemic.”
According to Dr Susan Jebb, Medical Research Council Director of Studies, Human Nutrition Centre, University of Cambridge, “getting back to a bit of home cooking could be a good start” to tackling the obesity crisis.
Increasing awareness of traditional and local recipes can generate income in many ways. From publishing cookbooks to inspiring restaurant and food vendor menus to sparking up supermarket product lines, whole industries can be built up from the humble recipe. Supermarkets in Africa are a growing sector. Executives from South Africa’s Shoprite supermarket chain recently announced a doubling of their supermarkets in Uganda, and called supermarkets one of the fastest growing businesses in East Africa. UK supermarket chain Sainsbury’s has already started to dispatch Fairtrade Ambassadors to Africa to trawl the continent for new products to stock their shelves.
So, the time is right for entrepreneurs to target the African food market and raise its profile. Seizing this opportunity is an ambitious project to digitally archive the vast and often hard-to-find treasure trove of African cookbooks. Announced at a conference in Tanzania this summer, the African Cookbook Project is seeking to gather together in one place all the past and present African cookbooks, effectively creating the most comprehensive resource of African recipes.
By David South, Development Challenges, South-South Solutions
Published: August 2007
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=gH-VBgAAQBAJ&dq=development+challenges+august+2007&source=gbs_navlinks_s
Slideshare: http://www.slideshare.net/DavidSouth1/development-challengessouthsouthsolutionsaugust2007issue
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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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The Power of the Word: African Blogging and Books
Tuesday, June 16, 2015 at 11:01AM
“Culture is not a luxury … Culture is the spiritual backbone of society”: with these words Jan Kees van de Werk, the Dutch poet and long-standing advocate of African literature, summed up the importance of culture to Africa’s development. Two trends could significantly alter the prospects for African writers in 2007: the new wave of African bloggers and websites that are now emerging, and the increasing awareness of African literature. More traditional writing is now being joined in 2007 by a surge in African blogging. As internet access has increased, and awareness of free blogging websites like WordPress has also shot up, Africans are jumping online to express themselves (see also Development Challenges, March issue).
African literature is gaining an ever-greater audience through high-profile prize-winning. From veteran Nigerian writer and UNFPA Goodwill Ambassador Chinua Achebe winning this year’s Man Booker International Prize, to best-selling French language authors like Ivorian Ahmadou Kourouma (Allah is not Obliged) and Albert Memmi, winner of the French Academy’s Grand Prix de la Francophonie. They are joined by many others gaining international acclaim, including Uganda’s Monica Arac de Nyeko – winner of the prestigious Caine Prize for African Writing – Nigeria’s Chris Abani (Graceland), Cameroon’s Calixthe Beyala (Lost Honor), Congolese writer Daiel Biyaoula (Alley Without Exit) and Mauritius’s Carl de Souza. The Salon International du Livre et de la Presse de Geneva has established the Ahmadou Kourouma Prize, and the new Book Show for African Literature, Press and Culture is scheduled for 2008.
Increasingly, the creative industries are gaining respect as a key part of a vibrant economy. The power of a successful author or musician to generate awareness and excitement about a country and its products, has gained the respect of many governments. And they are also learning to respect the wealth that can be generated. For example, in Britain the creative industries earn almost as much as the powerful financial sector (Work Foundation). The World Bank’s private sector arm, the International Finance Corporation, has singled out Africa’s creative sector for its future investment.
Blogger Titilayo Soremi in Abuja, Nigeria, is typical of the new wave. A business development officer for an NGO, her blog is a vivid snapshot of life in her country. Obed Sarpong in Accra, Ghana is a budding poet and does not shy away from thorny issues. In his current blog, he tackles domestic politics and writes about the on-again, off-again electricity supply. The secretive Kenyan banker known by the name Bankelele is a lover of new ideas judging by his blog. The content is a mix of financial tip-offs and upcoming business investment opportunities in the region, all stirred up with some rather frank thoughts on politics. He has also gone the extra mile and acquired sponsors for his blog (that banking experience is not going to waste).
The Internet age has also given birth to a new phenomenon: the so-called ”long tail” This is best explained by Kelvin Smith in his paper ‘African Publishers and Writers in British and International Markets’: “What now emerges is that more than half the revenue of Amazon is in the ‘bottom’ two million books on the list.
“So, the ‘Long Tail’ principle goes, we are now looking at a technology that can service the needs not of dozens of markets of millions, but millions of markets of dozens. This has great significance for the small publisher, whether that publisher is in a large publishing nation or in a country where publishing is a smaller scale activity.”
It looks as if getting creative is not only fun, it can be the next goldmine for Africa’s entrepreneurs.
By David South, Development Challenges, South-South Solutions
Published: August 2007
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=gH-VBgAAQBAJ&dq=development+challenges+august+2007&source=gbs_navlinks_s
Slideshare: http://www.slideshare.net/DavidSouth1/development-challengessouthsouthsolutionsaugust2007issue
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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