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Kitching & Rouse 2020 contesting effectuation theory 

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Kitching & Rouse 2020 contesting effectuation theory 

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Karami & Tang 2019 entrepreneurial orientation and sme international performance 

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Karami & Tang 2019 entrepreneurial orientation and sme international performance 

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Practical law doing business in China 2020

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Practical law doing business in China 2020

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Doing Business in China: Overview | Practical Law

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Doing Business in China: Overview | Practical Law

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World bank 2019 small and medium enterprises 

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World bank 2019 small and medium enterprises 

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Formal MSME Finance Gap in Developing Countries

What We Do
A key area of the World Bank Group's work is to improve SMEs' access to finance and find innovative solutions to unlock sources of capital.

Our approach is holistic, combining advisory and lending services to clients to increase the contribution that SMEs can make to the economy including underserved segments such as women owned SMEs.

Advisory and Policy Support for SME finance mainly includes diagnostics, implementation support, global advocacy and knowledge sharing of good practice. For example we provide;

Financial sector assessments to determine areas of improvement in regulatory and policy aspects enabling increased responsible SME access to finance

Implementation support of initiatives such as development of enabling environment, design and set up of credit guarantee schemes

Improving credit infrastructure (credit reporting systems, secured transactions and collateral registries, and insolvency regimes) which can lead to greater SME access to finance.

Introducing innovation in SME finance such as e-lending platforms, use of alternative data for credit decisioning, e-invoicing, e-factoring and supply chain financing.

Policy work, analytical work, and other Advisory Services can also be provided in support of SME finance activities.

Advocacy for SME finance at global level through participating and supporting G20 Global Partnership for Financial Inclusion, Financial Stability Board, International Credit Committee for Credit Reporting on SME Finance related issues.

Knowledge management tools and flagship publications on good practice, successful models and policy frameworks

Lending Operations:

SME Lines of Credit provide dedicated bank financing - frequently for longer tenors than are generally available in the market - to support SMEs for investment, growth, export, and diversification.

Partial Credit Guarantee Schemes (PCGs) - the design of PCGs is crucial to SMEs' success, and support can be provided to design and capitalize such facilities.

Early Stage Innovation Finance provides equity and debt/quasi-debt to start up or high growth firms which may otherwise not be able to access bank financing.

Results of Our Work Early-Stage SME Finance
In Lebanon, the Innovative Small and Medium Enterprises (iSME) project is a $30 million investment lending operation providing equity co-investments in innovative young firms in addition to a grant funding window for seed stage firms. As of August 2019, iSME's co-investment fund has invested $10.23 million across 22 investments and has been able to leverage $25.47 million in co-financing, demonstrating its ability to crowd in private sector financing and expand the market for early stage equity finance in Lebanon. To date, 60 out of 174 grantees had leveraged the iSME funding to raise a total of $13.1 million from various funding sources, a leverage ratio of 5.3 times. Overall, stakeholders' consultations suggest that the iSME project could play an even larger role in the future financing of the Venture Capital (VC) sector by supporting existing VCs and emerging players, including increasing attention on a fund of funds approach, which could also cover growth funds (later stage and private equity).

In India, our MSME Growth, Innovation and Inclusive Finance Project improved access to finance for MSMEs in three vital but underserved segments: early stage/startups, services, and manufacturing. A credit line of $500 million, provided to the Small Industry Development Bank of India (SIDBI), was designed to provide an affordable longer-term source of funding for underserved MSMEs. Technical assistance of about $3.7 million complemented the lending component and focused on capacity building of SIDBI and the participating financial institutions (PFIs). In addition to directly financing MSMEs, disbursing a total of $265 million in loans, the project pushed the frontiers of MSME financing through the development of innovative lending methods that reduced turnaround time, reached more underserved MSMEs, and crowded in more private sector financing. It also reached new clients, women-owned MSMEs, and MSMEs in low-income states. The project supported SIDBI to scale-up of the Fund of Funds for Startups, which aims to indirectly disburse $1.5 billion to startups by 2025. SIDBI's "contactless lending" platform, a digital MSME lending aggregator and matchmaking platform, has crowded in $1.9 billion of private sector financing for MSMEs, making it the largest online lender in India.
Lines of Credit
In Jordan, two World Bank Group's lines of credit aim to increase access to finance for MSMEs and ultimately contribute to job creation. The $70 million line of credit encouraged the growth and expansion of new and existing enterprises, increasing outreach to MSMEs, 58% of which were located outside of Amman and 73% were managed by women. The line of credit directed 22% of total funds to start-ups. The project financed 8,149 MSMEs, creating 7,682 jobs, of which 79% employed youth and 42% hired women. The additional financing of $50 Million is progressing well towards achieving its intended objective. $45.2 million has been on-lent to 3,345 MSMEs through nine participating banks. The project is especially benefiting women, who represent 77% of project beneficiaries, and youth (48% of project beneficiaries), and increasing geographical outreach, as 65% of MSMEs are in Governorates outside of Amman.

In Nigeria, the Development Finance Project supports the establishment of the Development Bank of Nigeria (DBN), a wholesale development finance institution that will provide long-term financing and partial credit guarantees to eligible financial intermediaries for on-lending to MSMEs. The project also includes technical assistance to DBN and participating commercial banks in support of downscaling their operations to the underserved MSME segment. As of May 2019, the Development Bank of Nigeria credit line to PFIs for on-lending to MSMEs has disbursed US$243.7 million, reaching nearly 50,000 end-borrowers, of which 70% were women, through 7 banks and 10 microfinance banks.
Partial Credit Guarantees
In Morocco, the MSME Development project aimed to improve access to finance for MSMEs by supporting the provision of credit guarantees by enabling the provider of partial credit guarantees in the Moroccan financial system to scale up its existing MSME guarantee products and introduce a new guarantee product geared towards the very small enterprises (VSEs). As a result of the project, the number and volume of MSME loans are estimated to have increased by 88% and 18%, respectively, since the end of 2011. Cumulative volume of loans backed by the guarantees during the life of the project is estimated at $3.28 billion. With significantly increased lending supported by guarantees, PFIs were able to continue building their knowledge of MSME customers, refining their systems to serve them more effectively and efficiently. Owing to guarantees, many first-time borrowers were able to generate credit history, which made it easier for them to obtain loans in future.
Supporting Women-Owned SMEs
In Ethiopia, the Women Entrepreneurship Development Project (WEDP) is an IDA operation providing loans and business training for growth-oriented women entrepreneurs in Ethiopia. After identifying a persistent 'missing middle' financing gap for women entrepreneurs in Ethiopia, WEDP launched as a microfinance institutions' (MFIs) upscaling operation, helping Ethiopia's leading MFIs introduce larger, individual-liability loan products tailored to women entrepreneurs. WEDP loans are complemented through provision of innovative, mindset-oriented business training to women entrepreneurs. As of October 2019, more than 14,000 women entrepreneurs took loans and over 20,000 participated in business training provided by WEDP. 66% of WEDP clients were first-time borrowers. As a result of the project, participating MFIs increased the average loan size by 870% to $11,500, reduced the collateral requirements from an average of 200% of the value of the loan to 125%, and started disbursing $30.2 million of their own funds as WEDP loans. The average WEDP loan has resulted in an increase of over 40% in annual profits and nearly 56% in net employment for Ethiopian women entrepreneurs.

In Bangladesh, the Access to Finance for Women SMEs Project aims to create an enabling environment to expand access to finance to women SMEs (WSME) by supporting the establishment of credit guarantee scheme (CGS), issuance of SME Finance Policy, and strengthening capacity of the regulator and sector. The project supported the issuance of Bangladesh's maiden SME Finance Policy: stepping stone for boosting SME financing. Bangladesh's first comprehensive SME Finance Policy was launched in September 2019 through concerted efforts in high-level upstream work, enhancement of the regulator's capacity, and formulation of key recommendations with a sharper gender lens. In Bangladesh, $2.8 billion financing gap prevails in the MSME sector, where 60% of women SME's financing needs are unmet, and lack of access to collateral is one of the key hindrances. Bangladesh lacked a single policy with systemic plan to enhance SME finance. With nearly 10 million SMEs contributing to 23% of the GDP, 80% of jobs in the industries sector and 25% of the total labor force, the SME Finance Policy will play a pivotal role in enhance SME financing.
Leasing
In Ethiopia and Guinea, the World Bank Group is supporting the local governments in creating an enabling framework which is conducive to launching and growing leasing operations, as well as attracting investors, to increase access to finance for SMEs. It is doing so by working at the macro, mezzo, and micro levels, supporting the governments with legal and regulatory reforms, and working with industry players to create technical partnerships and increase market awareness and capacity. In Ethiopia, the project generated a $200 million credit facility supporting 7 leasing intuitions and introducing 4 new leasing products into the market: hire purchase, finance lease, microleasing and agrileasing. As of June 2019, 7,186 MSMEs have accessed finance valued at over $147 million. The project in Guinea supported the adoption of the national leasing law and the accompanying prudential guidelines for leasing, which in turn, have helped 3 companies to launch leasing operations. To date, these institutions have supported 31 SMEs through the disbursement of leases valued at $25 million.
Who We Work With
Leveraging our expert knowledge, we work globally with public stakeholders and private sector intermediaries in partnership with other multilateral and bilateral development organizations to support SME Finance development in emerging markets and developing countries.

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small and medium-sized enterprises and jobs

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Formal MSME Finance Gap in Developing Countries What We Do A key area of the World Bank Group's work is to improve SMEs' access to finance and find innovative solutions to unlock sources of capital. Our approach is holistic, combining advisory and lending services to clients to increase the contribution that SMEs can make to the economy including underserved segments such as women owned SMEs.

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Guest Articles

There's an endless variety of small and medium-sized enterprises (SMEs) in the world, varying widely in size and capacity for growth, and facing a vast array of different challenges and opportunities. So it might seem impossible to categorize the problems and growth patterns these SMEs face in a systematic way that is useful to entrepreneurs and small business owners. However, these businesses often experience similar problems that arise at similar stages in their development. These points of similarity can be organized into a framework that increases our understanding of the nature, characteristics and problems of SMEs - from those with just one or two employees, to the fast-growing tech startups of today.

In the 1980s and 1990s, a widely accepted framework emerged, summarized in a Harvard Business Review piece from May 1983. The article confirmed that SMEs grow in five stages, and that every stage of business development has its own set of unique characteristics, including challenges and milestones. These growth stages included: 1) Existence, 2) Survival, 3) Success, 4) Take-off, and 5) Maturity. But though this framework has provided a valuable basis for understanding business growth, a recent project that I have been working on with the William Davidson Institute* and other partners has forced me to revisit the SME life cycle. Through it, I've learned that the startup revolution of the 21 st Century has expanded the number of SME growth stages. In my opinion, there are now seven stages, including a pre-stage, which are discussed below.

The Seven Stages of SME Growth

Stage 0 - Idea: People in this stage have an idea (maybe even a great idea), and want to start a business - but they haven't committed to becoming entrepreneurs or small business owners. They are still researching their service or product and potential customers.

Stage 1 - Development: The development stage is all about market validation, ensuring that their product or service has an existing market, and actually solves the problem identified in the Idea stage. This is where proof of concept and prototyping come in to test the market.

Stage 2 - Launch: In this stage, entrepreneurs and SMEs have decided to start a business and are actively building their market and refining their product or service. They might not have many (or any) customers, but they're no longer sitting on the fence about starting a business.

Stage 3 - Survival: Entrepreneurs and SMEs in this stage have a business plan and are growing their revenue streams with new clients and customers. They aren't booked solid or running at full capacity yet, but there's no longer a question that they have a viable business model.

Stage 4 - Growth or Success: This is the stage in which SMEs are working at full steam, but the demand for their goods and services outstrips their ability to meet it. Something has to give, but business owners often don't want to let go of the business activities that have gotten them to this stage. At this point, they have to delegate responsibilities and begin to separate from the day-to-day management of the company.

Stage 5 - Expansion or Take-off: Entrepreneurs/SMEs have figured out what caused inefficiencies at Stage 4, have fixed it, and are now running effectively with rapid growth. They have the team, financing and support they need in order to focus on their core competencies - or if they don't, they have a specific plan in place to secure those resources.

Stage 6 - Maturity and/or Scaling: SMEs that reach maturity often find that business levels off and may even slow down. For most businesses this is normal and to be expected. Other businesses will choose to expand further, after they have matured in one market. They will attempt to replicate their success, or scale their business into other markets, either domestically or internationally.

A Key Challenge for SMEs: Acquiring Financing That Corresponds to Growth Stages

Financing has always been, and still remains, one of the key challenges at every stage of development for entrepreneurs and SMEs. Determining financial needs, and matching financing options to the appropriate level of development or stage of growth is difficult for business owners - and that holds true regardless of region or sector.

I first experienced these challenges in the early 1990s, when I served as a U.S. Treasury advisor in Budapest, Hungary. Although my background was in corporate banking and sovereign lending, I was tasked with advising Hungary's largest state-owned commercial bank, the Hungarian Credit Bank, on how to diversify its portfolio so that it could be privatized. One potential area of new business was SME lending. SMEs did not exist under communism, but since private sector development in the Central European countries was led by SMEs at that time, there was tremendous business potential for banks - at least in theory.

The problem, of course, was that new businesses are risky because they do not have a track record of success. Banks are conservative by nature, and typically only lend money to businesses with at least five years of financial statements. In Hungary, the situation was complicated by the fact that lending decisions at that time were dictated by the government via its Central Plan (implemented by the National Bank of Hungary), and were not made on a commercial basis. Lending practices - even to the large state-owned enterprises - needed to change dramatically.

When I started working with the Hungarian Credit Bank and its branches, I realized that neither the SMEs nor the bank understood the needs of these businesses. Therefore, they didn't know how to structure loans to meet those needs. SMEs would often request a short-term loan (3-6 month tenor), even though they planned to build a manufacturing plant that would take 1-2 years to build. They would clearly be unable to repay the loan, because they were not yet generating revenue - but the bank issued them the loans anyway, to my frustration, due to the pressure to diversify. In Hungary, the attempt to diversify bank portfolios led to many poor lending decisions, as banks learned how to assess market-based risks. The ultimate privatization of the three main commercial banks, including the Hungarian Credit Bank in the mid-1990s, improved lending practices considerably, as the new foreign owners provided not only formal credit training to bankers, but also better management and oversight of lending decisions.

The recent project I worked on aims to help businesses and their funders avoid the problems faced in Hungary and other Central and Eastern European countries post-1989, in which business owners didn't understand their own financing needs, and bankers didn't have enough experience to advise them on the best structures and tenors of loans.

How to Match Funding to SMEs' Changing Needs

Fortunately, there are multiple ways for SMEs to acquire funding that's appropriate to their changing needs, as they progress through their growth stages. And one lesson I've learned in Eastern Europe is applicable across markets: As a rule, banks are never the appropriate place to start, even in more mature markets like the U.S. and Europe. In fact, it remains extremely difficult for SMEs to raise funds from any source - beyond the money provided by founders or their friends and family members - while they are developing their idea and/or testing the market. That's why many engage in "bootstrapping," or doing more with less, which encourages thriftiness and creativity among entrepreneurs who often find they can accomplish more with existing resources than they originally thought. This is a particularly common practice in Latin American and South Asia, where family resources are limited as well. Crowdfunding is another option for early-stage entrepreneurs and SMEs, provided that internet access is readily available. The practice took off more than a decade ago in the U.S. and Western Europe, and is now increasingly popular in Africa and Latin America, with Nigeria, Ghana, Argentina, Brazil, Chile and Mexico leading the way. However, significant obstacles to crowdfunding remain in developing countries - especially barriers (both legal and financial) to payment.

Opportunities for additional sources of finance improve once businesses are up and running. For instance, once a business has been launched - provided they have sold goods or services - they can engage in "factoring." This is the process of selling invoices for sales that have been made but have not yet been paid for, in exchange for cash to purchase inputs needed to increase output. Factoring remains popular in emerging Europe, and has grown in popularity in Asia in recent years.

Businesses can also seek angel investment - particularly if they are in need of mentoring and industry expertise. To my surprise, I started to see angel investors providing much-needed early-stage capital to entrepreneurs in developing countries such as Ukraine, Egypt and Ghana in 2014-2015. However, in some developing countries, angel investors from outside of the country are not likely to invest, because of currency controls that limit their ability to repatriate their investments.

Leasing is another option in many emerging markets in the MENA region, West Africa and parts of Asia. SMEs are able to lease plant and equipment from another company in the area that might not be operating at full capacity, rather than buying their own production facilities outright, as a way to improve cash flow. And in later stages of development, after three to five years of successful operation, other, more traditional financing options become more accessible, including bank loans and venture capital.

I cannot stress enough how important it is for SMEs to understand what forms of finance are available at the various stages of growth. Regardless of their geography, one of the main reasons that SMEs fail is that the financing they seek is not appropriate for their level of development. Understanding where they are in terms of their growth - and given that stage of growth, what financing options are available and worth pursuing - is critical to the success of the business.
Barbara Peitsch is an international economic development consultant. * The William Davidson Institute is NextBillion's parent organization. Photo courtesy of Marco Verch via Flickr.

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Seven Stages of SME Growth - One Common Problem: The Challenge of Financing Small Businesses Across Their Life Cycle - NextBillion

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Guest Articles There's an endless variety of small and medium-sized enterprises (SMEs) in the world, varying widely in size and capacity for growth, and facing a vast array of different challenges and opportunities. So it might seem impossible to categorize the problems and growth patterns these SMEs face in a systematic way that is useful to entrepreneurs and small business owners.

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How to grow a small business in 10 easy steps the Hartford 2020

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How to grow a small business in 10 easy steps the Hartford 2020

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No matter what kind of small business you run, you're going to want to increase your sales and grow your revenue. That's why so many people are interested in how to grow a small business.

There isn't an easy one-size-fits-all business growth strategy for small business owners. But, there are key strategies you can use to give your business the best chance at growing.

10 Ways to Grow Your Small Business

Scaling your small business effectively and efficiently can be difficult. It requires a smart approach and effort from various parts of your company, including:

And because you're still a startup, you may find yourself wearing many hats until you can hire expert employees. Although growing your small business will take time and energy, there are 10 strategies you can use to help accelerate business growth.

1. Do Your Research

When you're looking into how to grow your small business, you need to do market research. This not only lets you better understand your existing customers, but also your potential customers. It's important to gain insight into your target market and know what their needs are. That way, you can see how your business can grow and change to meet those needs.

Don't forget to research your competitors, too. Knowing what their strengths and weaknesses are can help drive your decisions on how to appropriately scale your small business.

2. Build a Sales Funnel

Your sales funnel can help take business to the next level. Think of a sales funnel as a customer's journey. When they enter your business or visit your website, they're at the top of the funnel. When they buy something or sign up for a service, they've successfully gone through the funnel. You should try to come up with ways to move people through the funnel to make a sale. This can include offering a discount or getting their contact information and sending them updates on your business.

3. Increase Customer Retention

It's not enough to just get new customers for your business. You also need to keep your existing customers coming back. When you increase customer retention, you're building customer loyalty, which can increase sales. ¹

Considering it costs five-times as much to get a new customer than it does to keep a current one, focusing on retaining customers means your business won't spend money on something that isn't a guaranteed investment. ²

You can increase your customer retention by:

Prioritizing customer service: If you don't treat your customers right, they won't want to support your business. Making sure you address their concerns and give them the best experience possible shows you value them as a customer.

Using a customer relations management (CRM) system: CRM systems help your business manage relationships with existing and potential customers. They help you maintain customer information and identify sales opportunities. One of the biggest benefits is that the data gets stored in one place, so you and other employees who need it can access it.

Creating a customer loyalty program: These programs reward your existing customers for supporting your business. They can also help you attract new customers or get back those that left your business.

Launching an email campaign: Using an email campaign can help make sure your business stays on top of customers' minds. It's also a great way to move existing and potential customers through your sales funnel.

Engaging with customers on social media: Your customers may reach out to your business on social media with a question or to share feedback, pain points or complaints. Taking the time to respond and engage with them shows you value their thoughts and take their concerns seriously.

Keep your promises: No one likes feeling forgotten. If you tell a customer you'll follow up with them with more information or contact them at a later date, do it. If you don't, it can give your customers a bad impression of your business.

4. Participate in Networking Events

Increasing your brand visibility can help you attract new customers and grow your business. A good way to do this is by attending networking events. Check local professional organizations and don't be afraid to attend a few events to get the word out about your business.

You can participate in these events by:

Attending and meeting other business owners

Putting up a booth to promote your business

Speaking as an industry expert

5. Practice Corporate Social Responsibility

Many customers want to do business with a company that matches their own values. Corporate social responsibility (CSR) means you recognize the impact your business has on all aspects of the community. Letting the public see what your business is doing to have a positive impact can help your business' bottom line.

Some examples of how your business can practice CSR are:

Giving back to the community: Encourage your employees to volunteer in the communities they live and work in. Whether it's working at a food bank or cleaning up open spaces, these kinds of activities show that your business is serious about investing in the area and people.

Producing sustainable products: Find out if there are ways you can change materials or your process to create more environmentally-friendly products.

6. Form Strategic Partnerships

Entering a strategic partnership with another business can give you the chance to reach a broader network of customers or align growth with strategic goals in your business plan. One example of a successful strategic partnership is between Starbucks and other national stores, like Barnes & Noble or Target. The partnership puts the coffee chain into many retail stores across the country, which increases its reach and revenue.

7. Consider Franchising Your Small Business

Business franchising is a common growth strategy for small businesses. This means you sell your business' rights to an independent owner. Then, they open and operate their own franchise of your business. Many well-known companies sell franchises, like McDonald's, Starbucks and Marriott hotels. When a new franchise opens, it increases the number of locations of your business, which helps bring in more revenue.

8. Diversify Your Product or Service Offerings

You've had success selling your main product or service to customers. After all, that's what made you think of growing your small business. Now, offering different products or services can help you get new customers. You can do this by:

Identifying opportunities for new products or services: Do market research to see if there's something new you can offer your customers to buy.

Finding different ways to offer your existing products: This includes subscriptions or bundles.

One business that grew by diversifying its product offerings is Moment. The company's initial products included lenses for smartphones to improve photography. Now, the company has expanded its offerings to include apps and accessories to use with its lenses.

9. Extend to New Markets

Leveraging global platforms to sell your products and services online

The opportunity to open new business locations

Access to more customers and businesses

10. Measure What Works and Refine as You Go

While there are a variety of strategies you can use to grow your small business, it's important you measure what's working. For example, if you create a customer loyalty program and find it's not improving customer retention, you may need to change your strategy. Maybe it's getting a CRM and engaging with your customers on a regular basis, or engaging with them through an email campaign or on social media.

Additional Information About How to Grow a Small Business

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How to Grow a Small Business in 10 Easy Steps | The Hartford

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Discover 10 ways to grow your small business effectively and efficiently. Learn how to grow a small business by increasing customer retention, diversifying product offerings, entering new markets and more. With The Hartford Business Owner's Playbook, get advice on scaling your small business today.

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Florist Supplies UK - Florist Sundries,Floral Supplies,Floristry Supplies,Artificial Flowers,Silk Flowers all at Fantastic Prices

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