This document discusses a study on the impact of business development services (BDS) on small business growth in Bangladesh. The study found that BDS had a significant positive impact on measures of small business growth such as equity capital, production, employment, sales, and profits. It also found that small business growth increased linearly with greater availability of BDS. Additionally, small businesses that received BDS from public institutions experienced higher growth than those receiving BDS from private institutions. The document provides context on definitions of BDS and small businesses in Bangladesh.
Business development services and small business growth inAlexander Decker
This document summarizes a study on the impact of business development services (BDS) on small business growth in Bangladesh. The study used interviews with 120 small business owners to measure the impact of BDS from two institutions, BSCIC and MIDAS, on business growth factors like equity capital, production, employment, sales and profits. The study tested hypotheses about the positive impact of BDS on growth and the relationship between more/less extensive BDS and growth. The results showed BDS had a significant positive impact on small business growth and that businesses receiving more extensive BDS or BDS from public institutions experienced higher growth.
The document discusses the history and development of the banking sector in Malaysia. It notes that the first commercial bank was established in Penang in 1859 as a branch of a British bank. Over time, more banks from other countries established branches. The first locally incorporated bank, Kwong Yik Bank, opened in Kuala Lumpur in 1913. Bank Negara Malaysia was established as the central bank in 1959 and assumed currency issuing authority in 1967. As of 2000, there were 31 commercial banks, 19 finance companies, 12 merchant banks and 7 discount houses operating in Malaysia.
“Mouza” is a geographic extent using widely in Bangladesh since early 19th century. Generally mouza is required very much at the time of land purchasing or selling. Urban planners and other decision makers often need super imposed mouza maps in digital format for implementing development projects. So the old, hand drawn mouza maps are needed to be digitized in vector format then. ArcScan extension of ArcGIS is a fantastic option to vectorize the Mouza Maps automatically. But the process is not an one tool approach. The whole process is displayed in this slide as much as I could. But I request you to not follow the process blindly. Understand the basics.
RAJUK is responsible for development planning and land use control in Dhaka. It prepares 3 tiers of plans - Structure Plan (long term), Urban Area Plan, and Detailed Area Plans (short term). DAPs provide land use guidelines and infrastructure proposals. RAJUK uses GIS to digitize plans. To develop land, one must get land use clearance from RAJUK by submitting documents proving ownership and proposed use aligning with DAP guidelines. Then, to build, one needs a building permit by submitting layouts, designs, and clearances aligning with construction rules. RAJUK ensures development follows plans through this permission process.
Promoting Responsible Business by BMOs Issue V - Foundation for MSME Clusters...TheBambooLink
We are delighted that this unique Award Programme for “Responsible Indian BMOs” has now successfully entered its fifth year. This year is special, as with the support of the Office of Development Commissioner, Ministry of MSME, we have taken the Award Programme to a new height by organizing “Cluster Conclave and 5th BMO Award: Innovate to Lead”.
Promoting Responsible Business by BMOs Issue IV - FMCTheBambooLink
Issues related to responsible growth have also emerged as an area of critical importance and has got national importance with the announcement of Zero Effect Zero Defect (ZED) growth path and equally impor- tantly with the resolve of the global community in the form of Sustainable Development Goals (SDGs) and in particular SDG 8 (promoting decent work) and SDG 12 (promoting responsible consumption and production).
Kindly save and view in pptx format only.
This pptx is a representation by Eco Tracksys Ltd India, to share its experience on establishing and placing its idea of RFID based Business & Entrepreneurship in Indian Market.
Promoting Responsible Business by BMOs Issue III - FMCTheBambooLink
The existence of Indian MSMEs is deep rooted in clusters. It is estimated that 70 per cent of the manufacturing enterprises exist in clusters. Clusters of MSMEs are present all over the country. Evolution of these clusters has helped to reap the benefits of mutual co-existence. The member entities support each other in growing together and faster. However, the growth has not been as high as compared to their potential.
Business development services and small business growth inAlexander Decker
This document summarizes a study on the impact of business development services (BDS) on small business growth in Bangladesh. The study used interviews with 120 small business owners to measure the impact of BDS from two institutions, BSCIC and MIDAS, on business growth factors like equity capital, production, employment, sales and profits. The study tested hypotheses about the positive impact of BDS on growth and the relationship between more/less extensive BDS and growth. The results showed BDS had a significant positive impact on small business growth and that businesses receiving more extensive BDS or BDS from public institutions experienced higher growth.
The document discusses the history and development of the banking sector in Malaysia. It notes that the first commercial bank was established in Penang in 1859 as a branch of a British bank. Over time, more banks from other countries established branches. The first locally incorporated bank, Kwong Yik Bank, opened in Kuala Lumpur in 1913. Bank Negara Malaysia was established as the central bank in 1959 and assumed currency issuing authority in 1967. As of 2000, there were 31 commercial banks, 19 finance companies, 12 merchant banks and 7 discount houses operating in Malaysia.
“Mouza” is a geographic extent using widely in Bangladesh since early 19th century. Generally mouza is required very much at the time of land purchasing or selling. Urban planners and other decision makers often need super imposed mouza maps in digital format for implementing development projects. So the old, hand drawn mouza maps are needed to be digitized in vector format then. ArcScan extension of ArcGIS is a fantastic option to vectorize the Mouza Maps automatically. But the process is not an one tool approach. The whole process is displayed in this slide as much as I could. But I request you to not follow the process blindly. Understand the basics.
RAJUK is responsible for development planning and land use control in Dhaka. It prepares 3 tiers of plans - Structure Plan (long term), Urban Area Plan, and Detailed Area Plans (short term). DAPs provide land use guidelines and infrastructure proposals. RAJUK uses GIS to digitize plans. To develop land, one must get land use clearance from RAJUK by submitting documents proving ownership and proposed use aligning with DAP guidelines. Then, to build, one needs a building permit by submitting layouts, designs, and clearances aligning with construction rules. RAJUK ensures development follows plans through this permission process.
Promoting Responsible Business by BMOs Issue V - Foundation for MSME Clusters...TheBambooLink
We are delighted that this unique Award Programme for “Responsible Indian BMOs” has now successfully entered its fifth year. This year is special, as with the support of the Office of Development Commissioner, Ministry of MSME, we have taken the Award Programme to a new height by organizing “Cluster Conclave and 5th BMO Award: Innovate to Lead”.
Promoting Responsible Business by BMOs Issue IV - FMCTheBambooLink
Issues related to responsible growth have also emerged as an area of critical importance and has got national importance with the announcement of Zero Effect Zero Defect (ZED) growth path and equally impor- tantly with the resolve of the global community in the form of Sustainable Development Goals (SDGs) and in particular SDG 8 (promoting decent work) and SDG 12 (promoting responsible consumption and production).
Kindly save and view in pptx format only.
This pptx is a representation by Eco Tracksys Ltd India, to share its experience on establishing and placing its idea of RFID based Business & Entrepreneurship in Indian Market.
Promoting Responsible Business by BMOs Issue III - FMCTheBambooLink
The existence of Indian MSMEs is deep rooted in clusters. It is estimated that 70 per cent of the manufacturing enterprises exist in clusters. Clusters of MSMEs are present all over the country. Evolution of these clusters has helped to reap the benefits of mutual co-existence. The member entities support each other in growing together and faster. However, the growth has not been as high as compared to their potential.
The document discusses strategic management issues for entrepreneurial software developing companies (ESDCs) in Bangladesh. It finds that ESDCs in Bangladesh primarily rely on speed and differentiation as business strategies. Their main competencies are in marketing and servicing existing software rather than innovating new technologies. These companies emphasize individual skills and knowledge over physical resources. Their main competitive advantages come from superior software quality, efficiency, and customer responsiveness. ESDCs in Bangladesh depend mainly on foreign organizations for technology and partner through informal arrangements rather than formal agreements.
The document provides an overview of small and medium enterprises (SMEs) and business development services (BDS) in Cambodia. It discusses (1) the importance of SMEs to the Cambodian economy, constraints they face, and opportunities for growth; (2) the types of services BDS providers offer to help SMEs improve competitiveness; and (3) the relationships between SMEs, BDS, and economic growth. It concludes that SMEs are crucial for employment, income distribution, and poverty reduction in Cambodia, and recommends that BDS providers seek assistance to develop their services while SMEs strengthen linkages to access resources and support from stakeholders.
A study to increase penetration level and brand loyalty among existing consum...Kiet Raipur
This document is a project report submitted by Ritesh Khetan to fulfill the requirements for a Master of Business Administration degree from Sikkim Manipal University. The report details a study conducted at Singhal Information Technologies Ltd. to increase penetration levels and brand loyalty among existing consumers. The report includes declarations, certifications, acknowledgements, and outlines the introduction, aims and objectives, literature review, methodology, data analysis, recommendations, limitations, and bibliography sections of the project.
Promoting Responsible Business by BMOs - Issue II - FMCTheBambooLink
For the micro, small and medium enterprises (MSMEs), the backbone of both developing as well as developed nations, the challenge is how to promote these nearly 50 million MSMEs towards “Zero Defect Zero Effect” production. Interestingly, a significant proportion of these MSMEs are represented by their industry associations and Chambers of Commerce also called Business Membership Organizations (BMOs). BMOs being the most trusted ally of MSMEs, are best suited to promote the concept of “Responsible Business” in a balanced manner among millions of MSMEs in India.
This document summarizes an Indian MSME presentation. It defines MSMEs under Indian law and notes that they employ over 60 million people and contribute significantly to GDP and exports. It outlines opportunities for MSMEs in clustering, automotive, dairy and other industries. Key challenges include access to financing and technology. The presentation discusses government initiatives to support MSMEs and strategies for MSME growth, including developing new products/markets, mergers and acquisitions, and strategic partnerships. It concludes with a SWOT analysis of the Indian MSME sector.
Planning, Optimization and Lead time reduction by Localization of an Enterpri...Tasmiah Zilani
The document discusses reducing lead times in Bangladesh's ready-made garment (RMG) sector through localization. It finds that the RMG industry's dependence on importing fabrics from abroad is the main reason for long lead times of 55-75 days. Interviews with garment firms revealed import dependency and inefficient port management as the most significant causes of delays. The study concludes that localizing fabric sourcing through domestic production could minimize lead times more than other supply chain reforms.
The document discusses the process of conducting a feasibility study for a proposed business project. It explains that a feasibility study assesses whether the project is practical and can succeed given available resources. The goals are to understand all aspects of the project, identify potential problems, and determine if the project is worth undertaking. Key steps in the process include gathering feedback, analyzing market data, writing a business plan, and preparing financial projections. Conducting a feasibility study helps decide whether to move forward with a project and can convince investors that the project is worthwhile.
Perception of sme growth constraints in bangladeshAlexander Decker
This document summarizes a study on the perceptions of constraints on small and medium enterprise (SME) growth in Bangladesh from an institutional perspective. Interviews were conducted with 36 organizations, including entrepreneurs, banks, and government institutions. The main perceived constraints included lack of access to financing, poor infrastructure, and difficulties obtaining raw materials and skilled labor. Government policies and harassment by officials were also seen as obstacles. While entrepreneurs and banks agreed that access to financing was a major issue, banks perceived technology/IT integration and market relations as less important constraints compared to entrepreneurs and other institutions. The study aimed to identify perceptual differences to inform policies supporting SME development in Bangladesh.
This document discusses implementing big data analytics to support small and medium enterprise (SME) regional growth. It first defines SMEs and explains how big data is no longer just for large corporations due to cheaper cloud computing options. The document then reviews literature on defining SMEs and their importance for economic development. Finally, it discusses how harnessing big data through analytical frameworks could help SMEs make better decisions to grow their businesses and regions.
Implementing bigdata analytics for small and medium enterprise (SME) regional...iosrjce
IOSR Journal of Computer Engineering (IOSR-JCE) is a double blind peer reviewed International Journal that provides rapid publication (within a month) of articles in all areas of computer engineering and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications in computer technology. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
The global management consulting services market was valued at around $751 billion in 2017. North America was the largest region in the management consulting services market
Discourse on the development, management and coordination of a combination of complex global and local factors work together to ensure a fast growing yet sustainable high technology sector, while moving the Malaysian industry up the outsourcing value chain.
Market makers, industry players and outsourcing professionals will obtain useful insights into long-term strategic technology and economic planning as well as tactical measures used for growth, competitiveness and innovation.
Key stakeholders can take advantage of this knowledge and create a win-win situation
This report has been prepared as an assignment of International Economics. It is a brief report prepared to explain the SWOT Analysis BPO/KPO and ITES Industry.
This document provides a strategic analysis for Broadridge to better communicate with future generations of investors. It analyzes market needs and trends influencing the finance industry, including the growing affluence and impact of millennials. Broadridge's offerings are described, including investor communications, global technology solutions, and wealth management services. Opportunities are identified for Broadridge to utilize video communications to enhance employee training, onboarding, and robo-advising services. Potential video technology acquisition targets are analyzed, with BLUERUSH recommended due to its capabilities and financial strengths.
This report gives a holistic look at the impact sourcing space within the context of the business process outsourcing industry, the current challenges the space faces, and its future outlook.
The document summarizes a presentation about a USAID program to promote digitization and export market access for small and medium enterprises (SMEs) in Pakistan's ICT sector. The program will provide various services including capability development, market access support, and access to finance. It outlines initial progress made on various workstreams focusing on inside sales, influencer marketing, market compliance, emerging technologies, and distribution channels. The goal is to help ICT SMEs increase jobs, revenues, and exports by addressing challenges and capitalizing on emerging opportunities. Performance will be measured based on jobs, sales increases, exports, and other indicators.
Monique GilliamWednesday27 Nov at 2102Manage discussion entry.docxroushhsiu
Monique Gilliam
Wednesday27 Nov at 21:02
Manage discussion entry
Week 2 Discussion Forum
Discuss the elements of strategic management and explain why it is crucial to an organization's survival. Excluding the examples from the textbook, give an example of a company that failed as a result of poor strategic management. Explain the difference between a strategy and a business model. Please discuss this in 200-250 words.
Strategic management is a strategy that provides direction for a company. Strategic management is a plan that includes situation analysis, strategy formulation, strategy implementation, and strategy evaluation. Situation analysis is how managers learn and understand what the company is capable of, along with the customers and the business environment. Strategy formulation is the process that is used to achieve the goals of the company. Strategy implementation puts the plan in motion, and strategy evaluation tests the effectiveness of an idea.
For a business to survive, the management team must be willing to grow the company to obtain new opportunities; without growth, a business will not be able to maintain longevity with a large amount of competition. The extension allows a business the ability to obtain assets, funds, and investments that will enable a push toward performance and profits.
Sears is a company that I believe that failed because of poor strategic management. Sears has been a household name for many years until new competition such as Walmart and Amazon, to name a few came on the scene. I don't believe Sears had a plan, strategy, or a goal of how-to compete because of their household name in the past. A business should always be assessing its strategy for success; if not, the industry could be left behind. Sears, in my hometown, never had any significant updates to the store or the merchandise to keep up with the competition. It seems to me that their strategy was just lower prices on already low-quality merchandise, excluding exercise equipment, appliances, and outdoor equipment.
All businesses, large and small, should have a strategy and a business model. A strategy is a plan of action that explains what the company will and will not do, how they plan to compete with the competition, and how they will execute the plan. The business model is how the company plans to make a profit; also, the business model identifies what the products and services are and who their target market is and any expenses. These two plans will aid in keeping a business moving in the right direction.
James Miller
Thursday28 Nov at 6:30
Manage discussion entry
Strategic Planning
BUS402 Week 2
Discussion 1
Discuss the elements of strategic management and explain why it is crucial to an organization’s survival.
The process of strategic management is made up of four elements: situation analysis, strategy formulation, strategy implementation, and strategy evaluation. Situational analysis is the stepping off point of strategic mana ...
LIVE PROJECT ON JOB DESCRIPTION AND JOB ENGAGEMENT OF EMPLOYEES IN IT INDUSTRY.NISHIGANDHA BATWAL
The project was aimed to understand the IT sector. We choose Datamatics Global Services Limited to understand the JD and Job Engagement process at Datamatics Global Services Limited.
Abnormalities of hormones and inflammatory cytokines in women affected with p...Alexander Decker
Women with polycystic ovary syndrome (PCOS) have elevated levels of hormones like luteinizing hormone and testosterone, as well as higher levels of insulin and insulin resistance compared to healthy women. They also have increased levels of inflammatory markers like C-reactive protein, interleukin-6, and leptin. This study found these abnormalities in the hormones and inflammatory cytokines of women with PCOS ages 23-40, indicating that hormone imbalances associated with insulin resistance and elevated inflammatory markers may worsen infertility in women with PCOS.
The document discusses strategic management issues for entrepreneurial software developing companies (ESDCs) in Bangladesh. It finds that ESDCs in Bangladesh primarily rely on speed and differentiation as business strategies. Their main competencies are in marketing and servicing existing software rather than innovating new technologies. These companies emphasize individual skills and knowledge over physical resources. Their main competitive advantages come from superior software quality, efficiency, and customer responsiveness. ESDCs in Bangladesh depend mainly on foreign organizations for technology and partner through informal arrangements rather than formal agreements.
The document provides an overview of small and medium enterprises (SMEs) and business development services (BDS) in Cambodia. It discusses (1) the importance of SMEs to the Cambodian economy, constraints they face, and opportunities for growth; (2) the types of services BDS providers offer to help SMEs improve competitiveness; and (3) the relationships between SMEs, BDS, and economic growth. It concludes that SMEs are crucial for employment, income distribution, and poverty reduction in Cambodia, and recommends that BDS providers seek assistance to develop their services while SMEs strengthen linkages to access resources and support from stakeholders.
A study to increase penetration level and brand loyalty among existing consum...Kiet Raipur
This document is a project report submitted by Ritesh Khetan to fulfill the requirements for a Master of Business Administration degree from Sikkim Manipal University. The report details a study conducted at Singhal Information Technologies Ltd. to increase penetration levels and brand loyalty among existing consumers. The report includes declarations, certifications, acknowledgements, and outlines the introduction, aims and objectives, literature review, methodology, data analysis, recommendations, limitations, and bibliography sections of the project.
Promoting Responsible Business by BMOs - Issue II - FMCTheBambooLink
For the micro, small and medium enterprises (MSMEs), the backbone of both developing as well as developed nations, the challenge is how to promote these nearly 50 million MSMEs towards “Zero Defect Zero Effect” production. Interestingly, a significant proportion of these MSMEs are represented by their industry associations and Chambers of Commerce also called Business Membership Organizations (BMOs). BMOs being the most trusted ally of MSMEs, are best suited to promote the concept of “Responsible Business” in a balanced manner among millions of MSMEs in India.
This document summarizes an Indian MSME presentation. It defines MSMEs under Indian law and notes that they employ over 60 million people and contribute significantly to GDP and exports. It outlines opportunities for MSMEs in clustering, automotive, dairy and other industries. Key challenges include access to financing and technology. The presentation discusses government initiatives to support MSMEs and strategies for MSME growth, including developing new products/markets, mergers and acquisitions, and strategic partnerships. It concludes with a SWOT analysis of the Indian MSME sector.
Planning, Optimization and Lead time reduction by Localization of an Enterpri...Tasmiah Zilani
The document discusses reducing lead times in Bangladesh's ready-made garment (RMG) sector through localization. It finds that the RMG industry's dependence on importing fabrics from abroad is the main reason for long lead times of 55-75 days. Interviews with garment firms revealed import dependency and inefficient port management as the most significant causes of delays. The study concludes that localizing fabric sourcing through domestic production could minimize lead times more than other supply chain reforms.
The document discusses the process of conducting a feasibility study for a proposed business project. It explains that a feasibility study assesses whether the project is practical and can succeed given available resources. The goals are to understand all aspects of the project, identify potential problems, and determine if the project is worth undertaking. Key steps in the process include gathering feedback, analyzing market data, writing a business plan, and preparing financial projections. Conducting a feasibility study helps decide whether to move forward with a project and can convince investors that the project is worthwhile.
Perception of sme growth constraints in bangladeshAlexander Decker
This document summarizes a study on the perceptions of constraints on small and medium enterprise (SME) growth in Bangladesh from an institutional perspective. Interviews were conducted with 36 organizations, including entrepreneurs, banks, and government institutions. The main perceived constraints included lack of access to financing, poor infrastructure, and difficulties obtaining raw materials and skilled labor. Government policies and harassment by officials were also seen as obstacles. While entrepreneurs and banks agreed that access to financing was a major issue, banks perceived technology/IT integration and market relations as less important constraints compared to entrepreneurs and other institutions. The study aimed to identify perceptual differences to inform policies supporting SME development in Bangladesh.
This document discusses implementing big data analytics to support small and medium enterprise (SME) regional growth. It first defines SMEs and explains how big data is no longer just for large corporations due to cheaper cloud computing options. The document then reviews literature on defining SMEs and their importance for economic development. Finally, it discusses how harnessing big data through analytical frameworks could help SMEs make better decisions to grow their businesses and regions.
Implementing bigdata analytics for small and medium enterprise (SME) regional...iosrjce
IOSR Journal of Computer Engineering (IOSR-JCE) is a double blind peer reviewed International Journal that provides rapid publication (within a month) of articles in all areas of computer engineering and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications in computer technology. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
The global management consulting services market was valued at around $751 billion in 2017. North America was the largest region in the management consulting services market
Discourse on the development, management and coordination of a combination of complex global and local factors work together to ensure a fast growing yet sustainable high technology sector, while moving the Malaysian industry up the outsourcing value chain.
Market makers, industry players and outsourcing professionals will obtain useful insights into long-term strategic technology and economic planning as well as tactical measures used for growth, competitiveness and innovation.
Key stakeholders can take advantage of this knowledge and create a win-win situation
This report has been prepared as an assignment of International Economics. It is a brief report prepared to explain the SWOT Analysis BPO/KPO and ITES Industry.
This document provides a strategic analysis for Broadridge to better communicate with future generations of investors. It analyzes market needs and trends influencing the finance industry, including the growing affluence and impact of millennials. Broadridge's offerings are described, including investor communications, global technology solutions, and wealth management services. Opportunities are identified for Broadridge to utilize video communications to enhance employee training, onboarding, and robo-advising services. Potential video technology acquisition targets are analyzed, with BLUERUSH recommended due to its capabilities and financial strengths.
This report gives a holistic look at the impact sourcing space within the context of the business process outsourcing industry, the current challenges the space faces, and its future outlook.
The document summarizes a presentation about a USAID program to promote digitization and export market access for small and medium enterprises (SMEs) in Pakistan's ICT sector. The program will provide various services including capability development, market access support, and access to finance. It outlines initial progress made on various workstreams focusing on inside sales, influencer marketing, market compliance, emerging technologies, and distribution channels. The goal is to help ICT SMEs increase jobs, revenues, and exports by addressing challenges and capitalizing on emerging opportunities. Performance will be measured based on jobs, sales increases, exports, and other indicators.
Monique GilliamWednesday27 Nov at 2102Manage discussion entry.docxroushhsiu
Monique Gilliam
Wednesday27 Nov at 21:02
Manage discussion entry
Week 2 Discussion Forum
Discuss the elements of strategic management and explain why it is crucial to an organization's survival. Excluding the examples from the textbook, give an example of a company that failed as a result of poor strategic management. Explain the difference between a strategy and a business model. Please discuss this in 200-250 words.
Strategic management is a strategy that provides direction for a company. Strategic management is a plan that includes situation analysis, strategy formulation, strategy implementation, and strategy evaluation. Situation analysis is how managers learn and understand what the company is capable of, along with the customers and the business environment. Strategy formulation is the process that is used to achieve the goals of the company. Strategy implementation puts the plan in motion, and strategy evaluation tests the effectiveness of an idea.
For a business to survive, the management team must be willing to grow the company to obtain new opportunities; without growth, a business will not be able to maintain longevity with a large amount of competition. The extension allows a business the ability to obtain assets, funds, and investments that will enable a push toward performance and profits.
Sears is a company that I believe that failed because of poor strategic management. Sears has been a household name for many years until new competition such as Walmart and Amazon, to name a few came on the scene. I don't believe Sears had a plan, strategy, or a goal of how-to compete because of their household name in the past. A business should always be assessing its strategy for success; if not, the industry could be left behind. Sears, in my hometown, never had any significant updates to the store or the merchandise to keep up with the competition. It seems to me that their strategy was just lower prices on already low-quality merchandise, excluding exercise equipment, appliances, and outdoor equipment.
All businesses, large and small, should have a strategy and a business model. A strategy is a plan of action that explains what the company will and will not do, how they plan to compete with the competition, and how they will execute the plan. The business model is how the company plans to make a profit; also, the business model identifies what the products and services are and who their target market is and any expenses. These two plans will aid in keeping a business moving in the right direction.
James Miller
Thursday28 Nov at 6:30
Manage discussion entry
Strategic Planning
BUS402 Week 2
Discussion 1
Discuss the elements of strategic management and explain why it is crucial to an organization’s survival.
The process of strategic management is made up of four elements: situation analysis, strategy formulation, strategy implementation, and strategy evaluation. Situational analysis is the stepping off point of strategic mana ...
LIVE PROJECT ON JOB DESCRIPTION AND JOB ENGAGEMENT OF EMPLOYEES IN IT INDUSTRY.NISHIGANDHA BATWAL
The project was aimed to understand the IT sector. We choose Datamatics Global Services Limited to understand the JD and Job Engagement process at Datamatics Global Services Limited.
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Women with polycystic ovary syndrome (PCOS) have elevated levels of hormones like luteinizing hormone and testosterone, as well as higher levels of insulin and insulin resistance compared to healthy women. They also have increased levels of inflammatory markers like C-reactive protein, interleukin-6, and leptin. This study found these abnormalities in the hormones and inflammatory cytokines of women with PCOS ages 23-40, indicating that hormone imbalances associated with insulin resistance and elevated inflammatory markers may worsen infertility in women with PCOS.
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Business development services and small business growth in bangladesh
1. European Journal of Developing Country Studies, Vol.2 2006
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Business Development Services and Small Business Growth in
Bangladesh
Mohammad Ahmed
University of Dhaka, Bangladesh
Abstract
The study aimed at measuring the magnitude of business development services (BDS) and their impacts on the
growth of the small businesses. Growth in equity capital, growth in production, growth in employment, growth
in sales, and growth in profit were used as measures of small business growth. In order to collect the required
primary data, the sampled 120 small entrepreneurs were interviewed with a semi-structured interview schedule.
The hypotheses framed with regard to the impact, extent, and sources of BDS were tested by using chi-square
statistic and t-statistic. The results of the study reveal a significant positive impact BDS on the small business
growth in Bangladesh. The study also claims that small business growth relates linearly with the extensiveness
of BDS and the growth of small businesses received BDS from public supporting institution is higher than that
of the small businesses received BDS from private supporting institution.
Keywords: Bangladesh, BDS, Growth, Small business.
1. Introduction
In the 90's, the Committee of Donor Agencies for Small Enterprise Development (CDASED) coined the
term ‘Business Development Services (BDS)’ to replace the term 'non-financial services’. The 2001 BDS guide
defines BDS consisting of operational and strategic business services as: “Services that improve the performance
of the enterprise, its access to markets, and its ability to compete.” Operational services refer to those services
needed for day to day operations, such as information and communications, management of accounts and tax
records, and other services. The strategic services are those services used by businesses to address medium and
long term issues in order to improve business performance, market access, and competitiveness.
According to McVay and Miehlbradt (2001), BDS refer to a wide array of services designed to address the
non-financial constraints such as lack of education, inadequate technical skills, poor access to markets, lack of
information and unreliable infrastructure. In a study, Goldmark (1996) stated that since the mid-1970s donor
agencies in addition to the financial services have been providing the BDS in the forms of training, technology
transfer, marketing assistance, business advice, mentoring, and information for entrepreneurial activities. These
services have traditionally been called non-financial services and have generally been provided in packages
along with other financial and non-financial services (Goldmark, 1996). Dawson and Jean (1998) and Dawson et
al. (2002) explained BDS as a range of non financial services including training and skill development; technical
and managerial assistance; developing, adapting and promoting new technology; assessing markets and giving
market support; providing a physical infrastructure and advocating policy.
Kahan (2006) defined BDS as the activities including group training, individual counseling and advice, the
development of new commercial entities, technology development and transfer, information provision, business
links and policy advocacy. Verspreet and Berlage's (1999) and Chrisman and McMullan (2004) observed that
BDS to small businesses could take the form of measures designed to improve the overall business environment
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such as the regulatory framework and tax system, infrastructure development, and the provision of non-financial
services. Manuh (1988) and Wren and Storey (2002) treated BDS as software including the provision of
information and advice, counseling and consultancy, training and education, encouragement of partnership and
gateway services.
With respect to small business development, Carney (1998) made a classification of BDS into four different
categories: physical (provision of infrastructure such as water, electricity and industrial sites); social (developing
business linkages, networks, clusters, business associations and cooperatives); natural (promotion of the
sustainable use of natural resources, recycling, pollution reduction and the waste disposal); and human capital
(provision of training, advice, counseling, consultancy, entrepreneurship and business management). According
to Ramsden and Bennett (2005) and Lambretch and Pirnay (2005) the BDS of many countries might fall into
social and human capital assets.
Businesses need an enormous range of services. Most of these are provided by the public and private
supporting institutions such as Banks, Non-bank financial institutions, Non Government Organizations (NGOs),
Corporations, etc. Bangladesh Small and Cottage Industries Corporation (BSCIC), an autonomous corporation
under the Ministry of Industries of Bangladesh, with its industrial estates and training institute-Small
& Cottage Industries Training Institute (SCITI), has been providing BDS for the development of small and
cottage industries (SCI) in Bangladesh since 1957. Micro Industries Development Assistance and Services
(MIDAS), a promotional organization in the private sector, was set up in 1982 with the objective of supporting
the development of micro, small, and medium businesses in Bangladesh. In Bangladesh, the BDS provided to the
small businesses is comprised hardly of the physical or infrastructural support services. Most of the private
agencies including MIDAS are putting more emphasis on the financial and human capitals. The following Table
exhibits the types of BDS provided by BSCIC and MIDAS:
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Table 1: Business Development Services Provided by BSCIC and MIDAS
Types of Development Services BSCIC MIDAS
Project identification √ √
Feasibility study √ √
Registration facility √ -
Industrial plots/land/shed √ -
Project proposal preparation & appraisal √ √
Training (entrepreneurship development, marketing, finance, etc.) √ √
Utility (power, gas, water, etc.) facility √ -
Technical/market information √ √
Product design/ marketing √ √
Pre and post investment counseling √ √
Credit arrangement √ √
Motivation √ -
Source: Compiled from the replies of the respondents and from annual reports.
The definition of small business varies country to country and between times in the same country. In
Bangladesh, there is no unique definition of small business. On 26 May 2008, the Agricultural Credit and
Special Programs Department (ACSPD) of Bangladesh Bank in a circular (No.8) defined small business as
shown in Table 2.
Table 2: Definition of Small Business Given by Bangladesh Bank
Type of Business Criteria
Fixed Assets No. of Employee
(excluding land and building) (full time)
Trading Tk. .05 million to Tk. 5 million Maximum 25
Manufacturing Tk. .05 million to Tk.15 million Maximum 50
Service Tk. .05 million to Tk. 5 million Maximum 25
Source: Bangladesh Bank Circular No.8, May 26, 2008
In measuring the business growth, Esim (2001) used a number of direct and indirect indicators. The direct
business growth indicators, as he mentioned, were increase in net income, number of employees and quantities
of inputs purchased, and products and services sold. Indirect business growth indicators, on the other hand,
included increased access to formal sector services or access to information and extension services.
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In the context of the present study, BDS are defined as those non-financial services offered to small
entrepreneurs at various stages for the entry, survival, and growth of their businesses. Growth refers to the
gradual development of enterprises. After start-up enterprises start growing in terms of operations. Five
measures of small business growth were also employed in the study: growth in equity, growth in production,
growth in employment; growth in sales; and growth in profit. Average growth in equity capital was calculated as
follows:
Amount of equity capital in 2010 − Amount of equity capital when received services
No. of years the services were used
The average growths of other measures were calculated as above using respective figures.
2. Review of Previous Studies
Over the last decade, the small enterprise development services—especially financial services for women in
the form of credit and savings—have gained prominence around the world. These services have increasingly
been provided on a cost-effective basis by financially sustainable institutions. Yet, people working in the field of
small enterprise development recognize that financial services have not resulted in business growth for small
businesses. A recent USAID review of 32 research and evaluation reports suggests that few businesses with
financial services experience sustained growth, while a majority grows a little and then even out (Sebstad and
Chen, 1996).
In another cross-country study, Hulme and Mosley (1996) report that credit did not trigger growth in terms
of an increase in technical sophistication, output or employment. While some employment growth is observed
among family members of borrowers, the employment impact outside the family has been small (Dawson and
Jeans, 1997). In the continuing search for stimulating business growth among small businesses, small enterprise
development specialists increasingly turn to BDS.
Tecson, Valcareel, & Nunez (1989) identified a low but positive relationship among total sales,
productivity, and support services received from government supporting institutions. Using multiple regressions,
it was reported that profitability was determined by take-up of government support among other factors.
In their studies in Bangladesh, Mannan (1993); Mahiuddin et al. (1998); Rahman & Jamal (2001); Karim
(2001); Rahman (2002); Ahmed (2003); Jahur & Azad (2004); Mintoo (2006:27); and Islam (2010) found that
the growth of small businesses are constrained by factors such as low levels of education, lack of business
knowledge & experience, marketing problems, administrative obligations, lack of information, weak
infrastructure, etc. BDS aim to address these constraints through training, consulting, marketing services,
business information, promotion of business to business linkages, and other non-financial services. The studies
of Van (1998) indicate that the small-scale businesses (SSE) would prosper if they are supported by BDS
focusing on the peculiar problems of SSE.
The use of BDS has been recognized by both academics and policy makers as one of the methods which can
be used to improve the performance of small businesses (Bennett and Robson, 1999; Massey, 2003; Chrisman
and McMullan, 2004; and Ramsden and Bennett, 2005). However, there are other researchers who have found
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little or no evidence between the use of BDS and the performance of small businesses (Storey, 1994; Manu,
1999; Hjalmarsson and Johansson, 2003; Mambula, 2004).
BDS can help micro businesses solve their problems by facilitating access to markets, improving the
availability of less expensive or higher quality inputs, introducing new or improved technologies and products,
improving management and technical skills, ameliorating or eliminating policy constraints, and helping
businesses access appropriate financing mechanisms (Esim, 2001). Netswera (2001) argued that the systematic
external support services provided by the governments to the small businesses had played a significant role in the
rapid growth of the economies in the South-East Asian countries such as the South Korea, Taiwan, and Hong
Kong.
Saleh (1995) found most of the selected women entrepreneurs with small business management training and
without prior experience and formal education in business, became successful in small business management and
many of them were successful in terms of sales, profitability and number of employees. He urged the supporting
institutions to provide the women entrepreneurs with special counseling so that they could overcome their
problems.
The results of the study made by Rosa (1997) showed that the businesses received support services
experienced significantly higher growth in sales, employment, and productivity. The better performance of the
supported businesses might well be attributable to the supports received by those businesses because the groups
compared were matched in terms of employment size, nature of business, ownership type, and production
processes employed. The study revealed an overall significant difference between the performance of small
businesses receiving limited support services and small businesses receiving extensive support services. The
study, however, failed to conclude that the better performance of the supported businesses is the result of support
services only.
In examining the effectiveness of support services of non government organizations (NGOs) for the
promotion of micro businesses, Mia (2000) found NGOs’ BDS ineffective in generating business ideas,
validating business ideas and developing commitment. While the financial and BDS were considered together,
the support services were found effective in promoting micro businesses. He, therefore, urged the NGOs to
provide full package of sufficient financial and required BDS after assessing their promotional need at various
phases of promotion.
Most of the studies conducted earlier focused on the importance of the BDS. No specific studies were
carried out on the comparative assessment of the small business growth in Bangladesh caused by different
volume and sources of BDS. The present study is an attempt to abridge the gap.
3. Research Hypotheses
Based on the literature review and subject to the objectives of the study, the following hypotheses were
formulated and tested:
Hypothesis 1: Business development services have a significant positive impact on small business
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growth;
Hypothesis 2: The growth of small businesses received extensive business development services is
significantly higher than that of the businesses received limited business development
services; and
Hypothesis 3: The growth of small businesses received business development services from public
supporting institution is significantly higher than that of the businesses supported by
private supporting institution.
4. Study Objectives
The primary objective of this paper was to assess the role of BDS in the growth of small businesses in
Bangladesh. To achieve this objective, the study also pursued the following secondary objectives:
(i) To explore the types of BDS provided by the selected supporting institutions;
(ii) To determine the degree to which BDS are associated with small business growth; and
(iii) To measure the extent of small business growth due to the magnitude and sources of BDS.
5. Study Materials and Methods
The present study was descriptive in nature. The procedures followed in carrying out the study were as
follows:
5.1 Types and Sources of Data
The types of data used in the study covered both primary and secondary data. The sources of primary data
used in the study were the owners, partners, and managing directors of the sample businesses. The sources of
secondary data comprised of books, articles, journals, annual reports, website, unpublished PhD theses, research
reports, and other publications.
5.2 Data Collection Instrument
An interview schedule was prepared and used as an instrument of collecting primary data from the sample
entrepreneurs. For assessing the validity, the content validity in particular, the interview schedule was given final
shape by (i) reviewing related literature extensively; (ii) taking opinion from research experts; and (iii)
conducting pilot surveys on 15 entrepreneurs (not included in the sample). Primary data were collected by face-
to-face interview and telephone interview methods. Secondary data were amassed by desk research by using
different websites and libraries.
5.3 Sampling Design
In Bangladesh, there is no up-to-date baseline information on the total number of supporting institutions and
their supported small businesses. It was, therefore, difficult to select a suitable sampling frame and sample.
Shepherd and Zacharakis (1999) suggest as a rule of thumb that a sample size greater than 50 is normally
sufficient. In the present study, a total of 120 small entrepreneurs from 6 districts of 2 divisions, who took BDS
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from the leading two supporting institutions-BSCIC and MIDAS, constituted the sample. The sample of
respondents was selected using multi-stage random sampling technique. In Bangladesh, the absence of
representative sample in small business research is a major impetus to data. None of the earlier Bangladeshi
studies (Begum, 1993; Saleh, 1995; Kabir, 2004; and other studies) examined the representativeness of their
samples. The research findings, however, were indiscriminately generalized to all small businesses in the
country. In the present study, the number of population is infinite. The extent of representativeness, therefore,
can not be examined by using a chi-square goodness of fit test. However, as the nature and activities of the
sample small businesses were almost similar to those of the homogeneous small businesses all over Bangladesh,
the results found in the study could be generalized.
5.4 Data Processing and Analysis
The collected data were verified to ensure that the respondents answered all relevant questions and that no
answers were missing. The values of the variables were coded by numerical figures and the numerical coded
numbers were given input for analysis of the data using personal computer. Data were then analyzed by using
Statistical Package for Social Science (SPSS), version 11.5, developed by Nie et al. (1975). The hypotheses
framed with regard to the impact, extent, and sources of BDS were tested by using the non-parametric and
parametric statistical tools-chi-square statistic and t-statistic.
6. Results and Discussion
This section deals with evaluating the role of the selected supporting institutions’ BDS on small business
growth in Bangladesh.
6.1 Hypothesis Testing-Impact of BDS on Small Business Growth
Hypothesis 1: Business development services have a significant positive impact on small business growth.
Table 3: Business Development Services and Small Business Growth
Small Business Growth
Variables Growth in Growth in Growth in Growth in Growth in
Equity Production Employment Sales Profit
2 2 2 2 2
χ p χ p χ p χ p χ p
value value value value value value value value value value
Business 4.694 <.05 4.143 <.05 1.242 N.S 5.267 <.05 2.818 <.10
development
services
Note: N.S means not significant
Source: Field Survey during May to December 2010.
The results (χ2 value and p value) prove that BDS had a significant positive impact on the growth of equity
capital, production, sales, and profit. The results, however, disclose that statistically there existed no impact of
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BDS on the growth in employment, as evidenced by p value. The result became so because the BDS especially
the training enabled the entrepreneurs to improve their business efficiency and production process from manual
to automation. The hypothesis that BDS have a significant positive impact on small business growth is,
therefore, partially accepted.
6.2 Hypothesis Testing-Growth Performance between Businesses Received Extensive BDS and Businesses
Received Limited BDS
The sample small businesses, received BDS including training, were divided into two groups. The first
group consisted of the businesses received at best 3 BDS (limited) of the listed 12 services (see Table 1) and
another group which received at least 4 BDS (extensive).
Hypothesis 2: The growth of small businesses received extensive business development services is significantly
higher than that of the businesses received limited business development services.
Table 4: Test for Significance of Differences between the Growth Performances of Businesses Received
Extensive BDS and Businesses Received Limited BDS
Growth Measures Mean Value of d.f p
1 2
EBDS LBDS t – statistic value
Growth in equity (million Tk.) 0.56 0.23 2.753** 49.649 .008
Growth in production (million unit) 0.13 0.01 1.878* 85.904 .064
Growth in employment (unit) 1.15 0.62 1.042 16.890 .315
Growth in sales (million Tk.) 1.50 0.76 0.931 25.778 .361
Growth in profit (million Tk.) 0.09 0.03 1.036 81.894 .300
1
Businesses received extensive BDS.
2
Businesses received limited BDS.
** Significant at the 0.01 level
* Significant at the 0.10 level
Table 4 shows that the businesses received extensive BDS achieved significantly higher growth in equity
and production than the businesses received limited BDS. The data in the Table also shows that the businesses
which received extensive BDS attained higher growth in employment, sales, and profit compared to that of the
businesses which got limited BDS. In the study, Sarder (2000:230) found that extensive assistance seems to have
a significant effect on growth in sales and employment. The finding above has significant policy implication for
the small business sector. It can be said that by offering more BDS, the equity capital and production can be
increased in the small business sector as significant differences were evident in equity and production growth in
the above analysis. Thus, the hypothesis that the growth of small businesses received extensive BDS is
significantly higher than that of the businesses received limited BDS, was partially accepted.
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6.3 Hypothesis Testing-Growth between Public and Private Institutions Supported Businesses
The sample businesses were divided into two groups. The first group consisted of the businesses which
received BDS from BSCIC- a public supporting institution, while another group of businesses received BDS
from MIDAS- a private supporting institution. To examine if there was any significant difference in the growth
performance between these two groups of businesses, the following hypothesis was tested:
Hypothesis 3: The growth in the performance of small businesses received support services from public
supporting institution is significantly higher than that of the businesses supported by private
supporting institution.
Table 5: Test for Significance of Differences in Growth Performance between Public and Private
Institutions Supported Businesses
Growth Measures Mean Value of d.f p
t-statistic value
PuSI1 PrSI2
Growth in equity (million Tk.) 0.46 0.10 5.168** 103.91 .000
Growth in production (million unit) 0.13 0.01 2.118* 90.23 .037
Growth in employment (unit) 0.69 0.63 0.193 46.50 .847
Growth in sales (million Tk.) 1.85 0.26 3.472** 117.13 .001
Growth in profit (million Tk.) 0.11 0.03 0.940* 103.62 .049
1
Businesses received BDS from public supporting institution.
2
Businesses received BDS from private supporting institution.
** Significant at the 0.01 level
* Significant at the 0.05 level
The results of testing the hypothesis are presented in Table 5. The hypothesis was accepted since the
businesses supported by public supporting institution achieved significantly higher growth in almost all growth
measures than the businesses supported by private supporting institution. In particular, the businesses those
received BDS from public supporting institution achieved significantly higher growth in equity capital,
production, sales, and profit compared to the businesses those received BDS from private supporting institution.
The public supporting institution supported businesses accomplished higher growth in employment but not
significant. The findings, therefore, suggest that the BDS, offered by the public sector supporting institution,
seemed to be more effective than that of the private supporting institution. This result is quite reverse of the
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result of the study of Sarder (2000:234). The reasons for high growth of public institution supported businesses
(mostly manufacturing) might be that these businesses had higher start-up capital, business plot in the industrial
area, conducive environment, registration facilities, infrastructural facilities including gas, power, water,
drainage, etc. with low service charge, local and international training, motivation, etc.
Conclusions
The growth of an existing business may depend on different factors including the profiles of the
entrepreneurs and their businesses and the BDS. But the present study was limited to BDS only. It is, therefore,
difficult to establish whether the growth of supported small businesses is due to the direct effects on BDS only.
However, based on the overall findings of the present study, the following conclusions can be drawn:
1. In Bangladesh, supporting institutions’ BDS played a significant positive role in the growth of small
business except its employment growth. The increased volume of production requires more employees
but due to the technological improvement and for being trained by the entrepreneurs and their
employees, the employment growth was not significantly occurred.
2. In terms of extensiveness of BDS, extensive support services seemed to be more effective than limited
support services. The study concludes that the greater the extent of BDS, the higher the financial growth
of the supported businesses. However, the BDS relating to the marketing of products and services are to
be provided more to increase the sales.
3. The public supporting institution supported businesses, with start-up and growth services including
industrial sheds and infrastructural supports, achieved significantly higher growth in all selected growth
measures than that of the businesses supported by the private supporting institution.
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