When considering developing a Women’s Market program, you must examine how the program fits within the bank’s strategic priorities. A bank will already have defined its strategic goals, internal and external priorities, and long-term plans. You can use this worksheet to help scope your strategic planning.
Use this worksheet to think through what it will take to launch and implement a Women’s Market program.
Porter’s Five Forces Worksheet
This model asks you to understand five forces (competitors, suppliers, new entrants, substitute products and buyers) that shape any industry or market. It asks you to assess their strengths, whether low, medium or high. If all forces are high, then the market environment is highly competitive, and there is probably not significant value to be captured by entering it.
The Power of Women’s Market Data: A How-to Guide
Bankers fully understand the value of data in generating business insights and making informed decisions, yet, many banks struggle to disaggregate their data by sex. Without this data, banks are missing out on key insights to assess customer behavior or measure business performance more effectively. This In Brief was compiled based on the experiences of 11 GBA members and partners as a practical guide to support banks that are looking to start disaggregating their data by sex, or those looking to improve their current practices.
Establishing a Baseline: Example of Data Points
These data points were considered critical from Alliance members with active Women’s Market programs.
This worksheet will help you calculate your current and potential market share.
This World Bank report measures and compares gender parity in 173 economies, using data about legal restrictions on women’s entrepreneurship and employment in order to inform policy discussions and promote research on the linkages between the law and women’s economic opportunities.
This worksheet will help you understand the potential value of the Women’s Market in your operational areas and if you have a business case.
