Women's Entrepreneurship Development
Women’sEntrepreneurshipDevelopmentCapacity Building Guide
ForewordIn recent years, increasing attention has been given to the promotion andgrowth of women-owned enterprises by both national and internationalorganizations. In Canada, United States and United Kingdom, governmentsand the private sector have been actively promoting a greater role forwomen entrepreneurs in business and economic growth. Equally indeveloping countries such as Senegal and Tanzania, increasing attention isbeing given to women entrepreneurs.International organizations, such as the United Nations DevelopmentProgramme (UNDP), UNIFEM, International Trade Centre (ITC, Geneva),UN Economic Commission for Africa (UN-ECA) and Organization forEconomic Cooperation and Development (OECD); financial institutions suchas the African Development Bank (AfDB) and International FinanceCorporation (IFC); and donors such as Development Cooperation Ireland(DCI) are also paying significant attention to women’s entrepreneurshipdevelopment.The International Labour Organization (ILO) and the ILO’s InternationalTraining Centre (ITC-ILO) in Turin, Italy, have been involved in promotingand assisting businesswomen for many years. A team dedicated to workingon issues related to Women’s Entrepreneurship Development and GenderEquality (WEDGE) was created within the ILO’s Small EnterpriseDevelopment programme (SEED) in 2001. It has been working closely withITC-ILO on a number of training initiatives.The creation of the guide has been driven by a number of factors. It meetsa need in documentation in support of WED – there are several trainingmanuals for women in income generation and small enterprises, but there islittle that targets the support agencies. It elevates the ILO’s support from aset of rather personalised training inputs to a more systematic,comprehensive guide that can be adapted to a wide range of contexts.2
Foreword continuedThe guide goes beyond the narrow approach that sees training as the majorcontribution to WED, and introduces a wide range of support mechanisms,including research, networking and association building, market access, anda broad spectrum of business development services (BDS).Finally it integrates gender issues into the technical approaches to businessdevelopment. The Guide takes account of special situations or target groupswhere WED can be effective, such as women living with HIV/AIDS, womenaffected by trafficking, women entrepreneurs with disabilities, and refugeewomen.The WED Capacity Building Guide is aimed at a range of support agencies,including government ministries and SME development units; financinginstitutions, including microfinance institutions; commercial BDS providers;associations of employers and other private sector bodies; small businessagencies; associations of SMEs and women entrepreneurs; women’sorganizations; NGOs; donor agencies and donor-assisted projects, andother key national and international actors.It is the ILO’s intention that this Guide can be used to improve theefficiency and effectiveness of various forms of support provided by a rangeof agencies which are aimed at women entrepreneurs.3
AcknowledgementsThis Guide is the end product of a long and highly participatory process.First and foremost, various sets of training materials were developed andtested at WEDGE-Turin Centre training events in Turin, Italy; Pretoria, SouthAfrica; Addis Ababa, Ethiopia; Zanzibar, Tanzania; Baku, Azerbaijan, andLivingstone, Zambia, and we are greatly indebted to each and every one ofthe participants who provided the design team with extensive feedback.The draft materials developed by ILO colleagues were adapted in aninnovative manner into a “PowerPoint-driven” format by Jim and LydiaBrown, ILO consultants based in the United Kingdom. Although the contentof the modules has changed considerably in the past two years, the ILO’sdesign team has adhered to the format prepared for us by Jim and Lydia.A large number of ILO colleagues (present and past) have contributed tothe Guide. From within the ILO’s team working on Women’sEntrepreneurship Development and Gender Equality (WEDGE). Specialthanks are due to Gerry Finnegan, (then) Senior Specialist in Women’sEntrepreneurship Development, who has led this process from start tofinish; Grania Mackie, Regional Technical Adviser, WEDGE, Addis Ababa;Ned Lawton, Associate Expert, WEDGE, Geneva; and Ryoko Iizuka,Consultant.Barbara Murray, Bob Ransom and Heather Labanya from the ILO’sdepartment of Skills and Employability were also instrumental in the processas were the ILO’s Turin Centre, specifically Kholoud Al-Khaldi; PeterTomlinson and Lenni George.The guide has benefited extensively from inputs by ILO colleagues in fieldoffices, such as SRO Addis Ababa, SRO Bangkok, SRO Moscow, and WEDGEProject staff in Ethiopia, Thailand, Lao PDR, Cambodia, Indonesia andZambia. The WED training programmes and development of the Guidewould not have possible without the support of the ILO-DevelopmentCooperation Ireland (DCI) Partnership Programme and its funding forWEDGE activities. In addition, the ILO’s Turin Centre has benefited from thesupport of the Government of Italy.Special thanks also go to the participants at the final testing of the WEDCapacity Building Guide, held in Bangkok, Thailand, in January 2006.4
ProgrammeOverviewWomen’s EntrepreneurshipDevelopmentCapacity Building Guide
Programme MaterialsModules1. Gender andEnterprise2. Markets3. BusinessDevelopmentServices forWEDSessions1.1 Gender Definitions1.2 The Enterprise Development Frameworkand WED2.1 Introduction to Markets2.2 Gender Issues and Market Access3.1 Introduction to Business DevelopmentServices3.2 A Demand Led Approach to BDS3.3 Gender Issues and BDS3.4 Gender Issues and Training4.1 Researching Women Entrepreneurs4. The EnablingEnvironmentfor WED4.2 Assessing the Environment for WEs4.3 Panel Discussion: Good Practices in WED4.4 The Role of Advocacy in WED6
Programme MaterialsModulesSessions5. BuildingAssociations &StrategicAlliances5.1 WED and Women EntrepreneurAssociations (WEAs)6. Finance6.1 Gender Issues and Finance7. AssessingImpact7.1 Assessing Impact: Gender Implications5.2 Creating Partnerships & Strategic Alliances5.3 Field Visit8.1 Organization Profiles8. ActionPlanning8.2 SWOT Analysis8.3 Preparing Action Plans8.4 Presentation of Action Plans1. HIV/AIDS & Women EntrepreneursSupplementarySessions2. Women Refugees & Entrepreneurship3. Women’s Entrepreneurship & Trafficking4. Entrepreneurship Development for Womenwith Disabilities7
Five Day Course SampleSession 3Session 49.15 - 10.4511.00 - 12.3013.45 - 15.1515.30 - 17.00A.Registration andIntroductions1.1 GenderDefinitions1.2 EnterpriseDevelopmentFrameworkand WED2.1 Introductionto MarketsSupplementarySessions:2.2 GenderIssues andMarket Access1. HIV/AIDS2. Refugees3.1 Introductionto BusinessDevelopmentServices3.2 A DemandLed Approachto BDSC. Daily reviewc. Daily recapDay2Session 217.00- C. Daily17.15 review9.00-9.15Day1Session 13. Trafficking4. DisabilitiesEntrepreneurs5.1 WED uationClosing Event4.2 Assessing theEnvironment forWEs5.2 CreatingPartnerships &Strategic AlliancesC. Dailyreview7.1 AssessingImpact:GenderImplicationsWomenC. Daily review6.1 GenderIssues andFinance4.4 The Role ofAdvocacy inWED4.1 ResearchingC. Daily review4.3 PanelDiscussion:Good practicesin WEDc. Daily recapDay5Issues andTrainingc. Daily recapDay4c. Daily recapDay33.4 Gender3.3 Gender Issuesand BDS8
Optional Extra Activities11.00 - 12.3013.45 - 15.1515.30 - 17.005.3 Continued5.3 Continued5.3 Continued8.2 SWOTAnalysis8.3 PreparingAction PlansDay65.3 Field VisitDay78.1OrganisationalProfiles8.4 Presentaionof Action PlansC. Daily review9.15 - 10.45C. Daily reviewSession 4c. Daily recapSession 3c. Daily recapSession 217.00-17.1509.00-09.15Session 19
Module 1Gender & city Building Guide
Module 1:Gender and EnterpriseSessionsBy the end of the module participantswill have: Examined the difference between gender and sex,as well as the meaning of concepts central togender equality1.1 Gender definitions Examined the situation with regard to genderequality in enterprise development in theircountries Defined terms associated with enterprisedevelopment1.2 Enterprisedevelopment frameworkand WED Created a framework for describing and analysingthe development of enterprises Developed an outline description of the range andtype of women’s enterprises with which theparticipants work11
SessionGender Definitions1.1Session OutputsBy the end of this session participantswill have: Examined the difference between genderand sex, as well as the meaning ofconcepts central to gender equality Examined the situation with regard togender equality in enterprisedevelopment in their countries12
Gender and SexSex is the biological attributes thatdefines being female or male.Gender refers to the socially givenroles, activities, responsibilities, needsand characteristics connected to beingmale (masculine) or female (feminine)in a society at a given time.Gender roles, norms and stereotypesdetermine how women and men, girlsand boys are perceived and how theyare expected to act.13
Gender TermsThere are many terms containing the word “gender” Gender Gender equality Gender equity Gender sensitive/aware Gender mainstreaming Gender neutral Gender blind Gender failures Gender specific Gendered sector Gender analysis Gender planning Gender budgeting Gender gap14
Gender or Sex?Women can get pregnant1GenderSex GenderSex GenderSex Is this a gender issue or a sex issue? Why?Self-employed women are oftentradersIs this a gender issue or a sex issue? Why?Most women cannot grow beardsIs this a gender issue or a sex issue? Why?15
Gender or Sex?Women entrepreneurs have limitedopportunities to interact withcompetitors, officials and men2GenderSex GenderSex GenderSex Is this a gender issue or a sex issue? Why?In general women earn less thanmenIs this a gender issue or a sex issue? Why?Women usually have bigger hipsthan menIs this a gender issue or a sex issue? Why?16
Gender or Sex?In some countries small businessassociations have relatively fewwomen members3GenderSex GenderSex GenderSex Is this a gender issue or a sex issue? Why?Men usually have short hair;women usually have long hairIs this a gender issue or a sex issue? Why?Women are more likely to takecareer breaks for family reasonsthan menIs this a gender issue or a sex issue? Why?17
Gender Equality in EnterpriseDevelopment1. Are there any differences between the situation ofwomen and men entrepreneurs in your country?(For example, in terms of activities, workload, resources)2. What benefits could more equality between men andwomen entrepreneurs bring?3. What types of measures could be used to bring aboutmore equality?18
Strategies for PromotingGender EqualityPROMOTING GENDER EQUALITYIntegrating gender concernsinto all aspects ofpolicies, programmes,projects, institutionalmechanisms and budgetsUsing gender-specificaction to redress inequalities19
Session1.2Enterprise DevelopmentFramework and WEDSession OutputsBy the end of the session participants willhave: Defined terms associated with enterprisedevelopment Created a framework for describing andanalysing the development of enterprises Been introduced to the MAIR-SLframework Identified gender specific issues affectingwomen entrepreneurs in the participants’home countries20
Defining Enterprise SizeTerms include:MSE micro and small-scale enterprisesSME small and medium-sized enterprisesMSME micro, small and medium-sized enterprisesWays of measuring enterprise size include: Number of people employed Gross value of sales turnover Value of assetsMicroSmallMediumNumber ofpeople employedGross salesturnoverValue of assets21
Enterprise DevelopmentPhasesThree phases of enterprise development Micro – often not registered, e.g. petty trading Small – usually registered, with a few employees Medium – beyond self-employmentOrStep by lMicroTime22
Women Entrepreneurs:Profiles & IssuesFour personal factors that influencethe success of all entrepreneurs:Source: Durham University Business School1. Motivation andCommitment2. Abilitiesand SkillsIngredientsforSuccess3. Ideas andMarkets4. Resources23
External FactorsGovernment, NGOs, private sector,membership organizations, donors etc.WomenEntrepreneursC. Economic/Market EnvironmentOpportunities and threats (e.g. inflationand interest rates, economic trends, etc.)B. Broader Enabling EnvironmentAttitudes, aspirations, confidence. permissions etc.A. Business DevelopmentOrganizationsRegulations, policies, institutions and processesD. Socio-cultural ContextFour external factors that influence the success ofwomen entrepreneurs24
Factors Influencing WEDMotivation anddeterminationAbilitiesand skillsWomenentrepreneursIdeas andmarketsResourcesB. Broader enabling environmentD. Socio-cultural contextA. Business developmentorganizationsC. Economic/market environment25
Motivators and Constraints Some women entrepreneurshave turned adversity toadvantage; they used genderinequality as a source ofinspiration – as “motivators”(or “drivers”) for change Gender issues often have anegative impact on Wes; theyact as “constraints” on theirbehaviour and opportunities;they can limit their itcurrentposition26
Women’s EntrepreneurshipDevelopment - Gender IssuesMotivatorsConstraintsPersonal factors1. Motivation &determination2. Abilities/skills3. Ideas &markets4. ResourcesExternal factorsA. Access tobusinessdevelopmentorganizationsB. BroaderenablingenvironmentC. Economic/marketenvironmentD. Socio-culturalcontext27
Module ty Building Guide
Module 2. MarketsSessions2.1 Introduction toMarkets2.2 Gender Issues andMarket AccessBy the end of this module participantswill have: Considered the core components of a market Examined the interactions between the forces ofsupply and demand Discussed the gender constraints limiting women’saccess to markets Devised strategies to improve market access for WEs29
Introduction to Markets 2.1Session Outputs:By the end of this session participantswill have: Considered the core components of amarket Examined the interactions between theforces of supply and demand30
Session2.1Introduction to MarketsWhat is a Market? A market is where people buy andsell products A market can be a physical place. The word ‘market’ is also used todescribe any exchange mechanismthat brings buyers and sellerstogether (e.g. the Internet) The market is also a process thatinfluences the price of a product –the price can result from acombination of supply and demand31
Introduction to Markets:ExercisesAsk participants to form groupsof four to discuss the following: A woman or man is likely to dieafter six days without water. Incontrast diamonds are notnecessary for survival at all.Explain why water is cheap inmany countries, yet diamondscan cost thousands of dollars Think of products from yourcountry which often change inprice. Explain why this happens32
Examples of Market SectorsServicesProducts Business services Food Creative & mediaservices Hospitality &leisure Informationtechnology (IT) &telecoms Meat and fish Vegetables Clothing Women’s clothes Men’s clothes Sports’ clothes Compact discs Hair and beautyservices Shampoo Legal andaccountingservices Perfume/cosmetics Travel & tourism Vehicles Computers Footwear33
Product Orientation versusMarket Orientation for WEsProduct orientationMarket orientationWE has a supply-sidefocus: ‘I can make it’WE has demand-sidefocus: ‘What do peoplewant?’WE makes what she(as producer/supplier)knows bestProducts based onwhat the customerwants and needsProducts developedbased on the skillsand resourcesavailable to the WEProducts/servicesdeveloped in responseto what the customeruses it forWE relies on hertechnical skillsWE relies on goodquality marketintelligence34
Session2.2Gender Issues & Market AccessSession OutputsBy the end of this sessionparticipants will have: Considered the product-market divide Discussed the gender constraints limitingwomen entrepreneur's access to marketsand considered solutions Been introduced to the ILO’s ImproveYour Exhibition Skills (IYES) tool35
The Product-Market DivideThe ‘Product-market divide’ separates buyersfrom sellers. It can can be caused by: Geography – physical distance between the entrepreneur and thecustomer can result in a poor understanding of customer requirements Time – length of time taken to reach markets and completetransactions can result in significant cash flow problems Knowledge – lack of awareness of the emergence of new markets,innovation, fashions and trends Cultural differences – understanding different values, attitudesand beliefs that customers may have about products and services Language – dealing with customers who speak different languagesaffects the entrepreneur’s understanding of customer requirements Technology – changes in technology affecting product design,service delivery and/or selling methods Intermediaries and supply chains – difficulties inunderstanding what the end user needs and wants when sellingthrough intermediaries (e.g. distributors) in long supply chains Skills – women entrepreneurs may not have access to skills trainingto enable them to produce marketable and quality products Tariffs – Many countries impose tariffs and barriers on incominggoods in order to protect their own indigenous industries Other barriers – Often bureaucratic procedures and long delays atborders can impede what would otherwise be a profitable tradingarrangementWhich of these causes are gender-specific orhave a gender dimension?36
Strategies for DevelopingMarketsNewProductsIII. Product IV. DiversificationdevelopmentSameI. ImproveProducts salesSameCustomersII. Sales/MarketdevelopmentNewCustomersI. Increase sales to existing customers: Find outcustomer preferences regarding price, promotion andpackaging, and sell more to existing customers.II. Market development: Reach new customers withyour existing products through better market intelligence.III. Product development: Find out customerrequirements and develop new products accordingly.IV. Diversification: Search for completely new marketopportunities.37
Women’s Access to MarketsChecklist for Women’s Access to Markets Are there technical training programmes to enablewomen to enter male-dominated or gender neutralmarket sectors? What strategies enable WEs to travel away fromhome on sales and marketing trips? What is being done to improve women’s access tobusiness premises and sales outlets? Is training available to improve women’snegotiating skills? What is being done to encourage and supportgroup marketing initiatives and networks for WEs? Are there any initiatives to help WEs diversify outof “feminised” market sectors that are adverselyaffected by trade liberalisation? Do women entrepreneurs get the opportunity toparticipate in exhibitions and trade fairs?38
IYES ObjectivesObjectives: To increase market access andbusiness growth for womenentrepreneurs To improve manufacturing andexport business opportunities for WEsby developing their knowledge &skills to make the most of trade fairs To promote collaboration amongwomen entrepreneurs To enhance the capacity of BDSproviders in planning and organizingtrade fairs for WEs39
IYES ApproachIYES steps involve: Pre-trade fair training & role plays(1 month before) ‘Hand holding’ and record-keepingduring the trade fair Immediate debriefing & evaluation Follow-up evaluation (after 2months)The key is to be systematic - to assist WEsbefore, during, and after a trade fair40
Importance of Follow-up inIYESFor effective learning from IYES, WEs areadvised to: Prepare an action plan Follow-up on all enquiries Evaluate their performance at thetrade fair: The number of visitors, especially “customers” &sales “leads” The number of orders placed, and their value ( ) The value of sales made at the fair Successful marketing communications made New ideas for products and business plans Draw lessons from participation- What went well? What went badly? Why?41
Module 3BusinessDevelopmentServices for WEDWomen’sEntrepreneurshipDevelopmentCapacity Building Guide
Module 3. WED BusinessDevelopment ServicesSessionsBy the end of the module participants willhave: Defined the term business development services (BDS)3.1 Introduction toBusiness DevelopmentServices3.2 A Demand LedApproach to BDS3.3 Gender Issues andBDS3.4 Gender issues andtraining Established a framework to describe the activities oforganizations providing BDS to women Used the framework to describe and analyse the currentprovision of these services Considered the reasons for promoting a marketapproach to providing BDS services to womenentrepreneurs Identified market opportunities for developingsustainable BDS for women entrepreneurs Reviewed the link between gender and BDS provision Identified one tool for improving the provision of BDS tofemale and male entrepreneurs Identified the gender issues associated with training anddevelopment for WEs Discussed how to address gender inequalities throughthe design of appropriate training programmes43
Session3.1Introduction to BusinessDevelopment Services (BDS)Session Outputs:By the end of the session participantswill have: Defined the term business developmentservices Established a framework to describe theactivities of organizations providing BDSto women Used the framework to describe andanalyse the current provision of theseservices44
Defining BusinessDevelopment ServicesDefinition: The term ‘business developmentservices’ refers to a range ofservices used by entrepreneurs tohelp them operate efficiently andgrow their businesses, with thebroader developmental purpose ofcontributing to economic growth,employment generation, andpoverty reduction(ILO BDS Primer, 2003)45
Different Types of BDSMarketing Market intelligenceProduct designPackagingDistributionPromotional materialsAdvertisingTrade fairs & exhibitionsShowroomsMarketing trips & exportingNegotiations with buyersContracts & sub-contractsSupply chainsInfrastructure Incubator unitsWorkspaceStorage & warehousingTransport & deliveryTelecommunicationsMoney transferIT services & supportPremisesSkills & motivation training Exchange visitsMentoringRole modelsTrainingConsultancyCounsellingNetworksAdvice on Laws & Regulations Business registrationLicencesHealth & safetyEmployment lawLegal structuresTaxationProcurement & tenderingExporting proceduresPatents & copyrightInsuranceQuality assurance standardsTechnical support CommercialisationTechnical trainingProductivity improvementDesign servicesEquipmentAccessing Finance &Accounting Services Innovative financing mechanisms Facilitating supplier credit Providing information on grants,loans, equity & credit guarantees Bookkeeping Accountancy & audits46
Categorising BDS ProviderOrganizationsBy organization type: Public sector – government department or agency Private sector – for-profit business Non Governmental Organization (NGO) – Usuallya not-for-profit, membership body or associationBy relationship with entrepreneurs: Beneficiaries – entrepreneurs receive free services Members – entrepreneurs pay annual subscriptionfor services Customers – entrepreneurs pay for servicesBy geographic reach: Local – town, city, district Regional – province National – the whole country47
BDS Provider OrganizationsWhich of the following organizations: Fund or sponsor your activities? Are your partner organizations? Are your competitors? Do you have no relationship with? Do not exist in your geographic area? Do you pay in return for their services? Accountants IT service providers Advertising agencies Lawyers/ solicitors Banks Microfinance institutions Business associations Trade organizations Chambers of commerce Trade Unions Consultancy firms Training providers Cooperatives Donor agencies Secretarial serviceproviders Employer organizations Universities, colleges Government departments Welfare organizations48
Current BDS ProvisionWho does what? Draw a map or diagram showing the keyorganizations (including your own) thatprovide support specifically to womenentrepreneurs in your country Describe: Target group Their geographic reach Any networks and connections between theseorganizations List the main activities of theseorganizations Include other key organizations thatprovide BDS, but which do not workspecifically with women entrepreneurs49
DiscussionWhat are the gaps and overlapsin the provision of businessdevelopment services to womenentrepreneurs?50
Session3.2A Demand-led approachto BDSSession OutputsBy the end of this session participantswill have: Considered why a market approach toproviding BDS to women entrepreneursshould be promoted Identified market opportunities forsustainable BDS for womenentrepreneurs51
Supply-led vs. Demand-ledApproach in WED Projects“Supply-driven”welfare approach“Market-led”commercialapproachA non-profit, governmentor donor organizationprovides services to WEsA sustainable, privatesector market made upof competing supplierssells a wide range ofquality services to WEsBDS ObjectiveProvide quality servicesthat WEs can affordEncourage others toprovide quality servicesto WEs on a commercialbasisStarting pointIdentify needs; carry outsurveysAssess BDS market(demand, supply andtransactions)Point ofintervention“First tier”: directprovision through asingle, local organization“Second tier”: facilitate,regulate, develop BDSproducts for WEs withmore than one supplierDuration ofinvolvementLong-term: donor-fundedprogrammes mustcontinue if services are tobe providedTemporary: withdraw asmarkets developSubsidiesSupport free or low-costservices to women.Justified in the long-run:‘WEs can’t be expected topay full costs’Limited subsidies forBDS providers, or grantsto WEs for temporaryperiod. Justified if itcreates a marketBDS Vision52
Towards a Market Approach? There is a trendtowards developingcommercialmarkets for BDSwhere the serviceusers pay Governments anddonor agencieshave been shiftingfrom being BDSproviders, tobecoming BDSpurchasers, andfacilitators ofchange in BDSmarketsMarket-led commercial approachWEs buy services directfrom BDS providersGovernments & donoragencies facilitate NGOs &private sector to developmarkets in BDSGovernments & donoragencies subsidiseservices from BDSproviders.Governments & donoragencies are directproviders of (free) servicesto women entrepreneursSupply-led welfare approach53
Providing Sustainable BDSWho can best deliverBDS?What roles forgovernment, donors,NGOs, privatesector?How to reach WEs?What services doWEs really need?What are WEswilling & ableto pay for?How to promotethe delivery offinancially viableservices?SustainabilityWhen aresubsidiesappropriate & forwhat activities?54
Who Pays for What?Governments and donor agencies can act asfacilitators in developing more market-led andeffective BDS in the following ways: Supporting fee-for-service providers, bysubsidising some of the overhead costs of theBDS service providers Encouraging fee-for-service providers tofocus on fast-return services Supporting the provision of embeddedservices where the BDS is delivered as part of alarger commercial package to the entrepreneur Encouraging cross-subsidies where wellknown high-earning services can subsidise newservices for new markets (e.g. for WEs) Encouraging third party payments, by acustomer who will benefit from womenentrepreneurs who receive BDS Promoting piggy-backing on microfinanceby linking MFI provision to a range of BDS55
Good Practice Principles inthe Delivery of BDS Respond to clientdemand, not to demandby donorsDemand drivenRelevantParticipatoryCost-recovery WEs’ demand for BDS isaffected by genderspecific constraints tobusiness growth Address women’simmediate BDS needs Get to know the WEclientele and their needs Fees should be charged Subsidy or sponsorshipfor poor clients Embedded services56
BDS Market AssessmentProcessA. Gather information on: Characteristics of WEs Awareness and use of BDS BDS providers and their products/servicesB. Form a picture of the market The uses and benefits of BDS services Competition between BDS service providers Types of services bought by WEs Channels for accessing WEsC. Analyse market problems Low awareness? Low repeat use of s1. Identify market opportunities2. Prioritise opportunities3. Design BDS interventions to meet priorities57
BDS Market InterventionsDesign a new market intervention (service) for aBDS. This should be in response to one or more ofthe following weaknesses regarding BDS for WEsSupply-side weaknesses BDS providers lack market information on WEs BDS providers are risk averse in targeting WEs BDS lack the features that WEs consider important BDS provision is gender blindDemand-side weaknesses WEs lack market information about BDS WEs have difficulties recognising their businessdevelopment needs WEs do not have the capacity to pay for BDS Women are risk averse to trying out new BDS58
SessionGender Issues and BDS3.3Session OutputsBy the end of this session participantswill have: Reviewed the link between gender andBDS provision Identified one tool or approach forimproving the provision of BDS to femaleand male entrepreneurs59
Women Entrepreneurs andBDSResearch in Ethiop
Capacity Building Guide, held in Bangkok, Thailand, in January 2006. Programme Overview Women's Entrepreneurship Development Capacity Building Guide. 6 . 1.2 The Enterprise Development Framework and WED 1. Gender and Enterprise. 7 Programme Materials 1. HIV/AIDS & Women Entrepreneurs 2. Women Refugees & Entrepreneurship
To define the entrepreneurship. To explain the significance of Entrepreneurship. To explain the Entrepreneurship Development. To describe the Dynamics of Entrepreneurship Development. 1.1 Need and significance of Entrepreneurship Development in Global contexts It is said that an economy is an effect for which entrepreneurship is the cause.
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Women entrepreneurship also leads to social and economic empowerment of women. Features of Indian Women Entrepreneurs Women entrepreneurship is more common in younger age groups in comparison to older age groups (Dhameja et al 2000). Women entrepreneurs have diverse educational background (Patole, M., & Ruthven, O., 2002).
Entrepreneurship Development and Management, Vasant Desai, HPH 2. Entrepreneurship Management, Bholanath Dutta, Excel Books 3. Entrepreneurial Development, Sangeeta Sharma, PHI 4. Entrepreneurship, Rajeev Roy, Oxford University Press. CONTENTS MODULE I – ENTREPRENEURSHIP 1. The Concept
CENTRE FOR ENTERPRISE AND ENTREPRENEURSHIP STUDIES, CENTRAL UNIVERSITY OF TECHNOLOGY, FREE STATE THE SECOND INTERNATIONAL CONFERENCE ON ENTREPRENEURSHIP DEVELOPMENT (ICED) 2019 Theme: Sustainable entrepreneurship development for the 4th Industrial Revolution Conference Chair: Professor Dennis Yao Dzansi Professor of Entrepreneurship
entrepreneurship orientation. This paper seeks to address this research gap by proposing an initial social entrepreneurship orientation (SEO) scale based on input from scholars in the fields of entrepreneurship and social entrepreneurship. Design/methodology/approach - This study presented employed mixed-methods and a two stage design.
CHAPTER 2: ENTREPRENEURSHIP THEORY AND CREATIVITY ctives. epreneurs. reneurship. 3:49). thought on the meaning of entrepreneurship. One group focused on the characteris-tics of entrepreneurship (e.g. innovation, growth, uniqueness) while a second group focused on the outcomes of entrepreneurship (e.g. the creation of value).
The Baldrige Framework: The Alignment of Key Processes Across the Critical Functions of an Organization . Objectives of the Presentation Introduce Baldrige Framework Basic understanding how to apply criteria Introduce National Award Application Processes Provide source for further information and assistance. Purposes of the Framework Improve capabilities and results .
