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Global business today is driven by brands, each with a unique story, but rarely of a product that is a public good. Building a brand requires careful planning, creativity, and an understanding of the target market. Borrowing from various brand concepts and frameworks, this paper explores how a government-bred common bean cultivar., NUA 45, defied the odds to create a new identity and association in Zimbabwe. Firstly, the cultivar overcame the general lack of promotion investment in government-bred (public) common bean cultivars. Secondly, being a red mottle-colored cultivar in a red-speckled (sugar type) bean-predominated country, NUA 45 had to break the preference typecasts. Thirdly, NUA 45 was among the first generation of biofortified bean cultivars enriched with iron (Fe) and zinc (Zn), some of the most sought-after micronutrients in a world ridden with hidden hunger. Overcoming these market barriers required a systematic approach to awareness creation, collaboration, and commercialization, avoiding the tragedy of the commons, and instead, achieving a win-win situation for all stakeholders. This entailed understanding the needs and preferences of different value chain actors, developing messages, and engaging local farmers, retailers, aggregators, and private and public sector partners to promote NUA 45. Lastly, developing compelling stories and leveraging digital channels to reach new customers that sought personal experiences, moved the cultivar name from a mere label to a spontaneously endorsed lifestyle and a brand that ‘spread like wildfire’ across the country and the Southern Africa Development Community (SADC) region. The NUA 45 brand broke new ground for other biofortified bean cultivars and non-sugar bean cultivars. Following its release in seven other countries, NUA 45 pioneered listing on the SADC regional variety catalog. [ABSTRACT FROM AUTHOR]

This paper is a case study of a network that combined participatory approaches to propose best suited knowledge management (KM) interventions for its member countries. A five-step exercise used existing elements of the alliance’s strategy, a KM survey and a face-to-face participatory validation of the analysis, to identify gaps in current KM approaches and to collectively point to immediate opportunities for improvement. The KM survey, also referred to as a scan, provided a neutral space for reflection. Its conclusions through the workshop process were crucial in confirming the network's strengths and weaknesses specific to KM. Feeding back the results into existing work plans provided concrete opportunities for country members to implement ideas that had been discussed. The approach to and the outputs of this exercise were extrapolated to formulate a theory of change on KM for the alliance. [ABSTRACT FROM AUTHOR]