The economic and business case for global LGB&T inclusion.
Open For Business is a coalition of global companies making the case that inclusive, diverse societies are better for business and better for economic growth. The purpose of the coalition is to promote a positive business and economic case for equality of opportunity for everyone, all across the world.
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For more information visit: www.open-for-business.org
The economic and business case for global LGB&T inclusion.
Open For Business is a coalition of global companies making the case that inclusive, diverse societies are better for business and better for economic growth. The purpose of the coalition is to promote a positive business and economic case for equality of opportunity for everyone, all across the world.
They have published a comprehensive report, written by Brunswick partners, Jon Miller and Lucy Parker, which shows that successful businesses thrive in open, diverse and inclusive societies.
For more information visit: www.open-for-business.org
IN THIS SUMMARY
Over the past few years, China has transformed itself into a powerful, consumer-oriented culture, and many Western companies have flocked to China to take advantage of this new marketplace. However, entrepreneurs from the United States and Western countries often fail to realize that transacting business in China is a far cry from making deals at home. Ted Plafker, a Beijing correspondent for The Economist, leverages his extensive experience in Chinese culture and entrepreneurship to offer a primer for newcomers who are planning to expand their business into China. According to his book, Doing Business in China, “As many foreign companies have already proven, success in China is possible, but only for those with the patience, persistence, and resources to see it through.”
SUBSCRIBE TODAY
http://www.bizsum.com/summaries/doing-business-china
Support for small businesses: Identifying the needs of minority-owned firms -...OECD CFE
Robin Newberger, Senior Business Economist, Community Development and Policy Studies, Federal Reserve Bank of Chicago, US at the OECD Conference on SMEs and the Urban Fabric, 15-16 April 2019, OECD Trento Centre, Italy.
Full event info: https://oe.cd/SMEs-Cities
Chris Roush presented "Investigating Private Companies" at the Donald W. Reynolds National Center of Business Journalism's free workshop, "Investigating Private Companies and Nonprofits."
For more information about free training for business journalists, please visit businessjournalism.org.
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This year’s meetings are the warm up act to the much more important 19th Party Congress at the end of this year when Xi Jinping will end his first five-year term as head of the Communist Party of China and when a number of the most senior members of the Party are expected to retire. The question is not if Xi Jinping stays for a second term (that’s a certainty), it is who will join him in the Politburo and the Standing Committee as this will influence the next five years and give early indication whether he may break with recent precedent and stay for a third term (2022-2027).
In this year’s report we look at how the Chinese authorities are seeking to balance growth, economic reform, and stability. Last year, the authorities spelled out a desire to achieve growth and reform—including drastically reducing overcapacity—while ensuring stability and enduring minimal pain. Achieving this simultaneously remains extremely challenging. This year they talked extensively about the reform agenda and its role in ensuring long-term growth, yet the importance of stability leading into the 19th Party Congress later this year is potentially even more important. “Stability is of overriding importance,” stressed Li Keqiang. Other key topics at this year’s sessions beyond ensuring reform and continued growth included a focus on job creation and poverty alleviation.
This tutorial was presented by Chris Roush, director of the Carolina Business News Initiative, University of North Carolina, Chapel Hill. He presented it for the Reynolds Center for Business Journalism in 2009.
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Abstract: This paper gives an analysis on the barriers to development and progress of entrepreneurs in Lesotho. It adopts the use of primary data which was collected through personal interview with structured questionnaire and direct observations. The results reveal that all entrepreneurs regardless of gender are equally faced with economic barriers which comprise lack of finance and problems of markets. Furthermore, the socio-cultural factors which involve negative view of society towards women and individual familial factors especially family problems basically affect women; these could be attributed to the fact that women are liable for domestic responsibilities in their families. However, structural barriers are observed to have an insignificant impact on development and progress of Lesotho entrepreneurs. Following these findings, through trade organizations, the government could assist in supporting the establishment of mentoring networks facilitating the development of the emerging entrepreneurs, as well as providing training workshops on women empowerment. Also, mechanisms to support entrepreneurs and assist them in gaining access to international markets should be developed.
Metropolitan Economic Development Association's presentation from One Minneapolis: A Call to Action! conference December 2, 2011 hosted by the Minneapolis Department of Civil Rights
IN THIS SUMMARY
Over the past few years, China has transformed itself into a powerful, consumer-oriented culture, and many Western companies have flocked to China to take advantage of this new marketplace. However, entrepreneurs from the United States and Western countries often fail to realize that transacting business in China is a far cry from making deals at home. Ted Plafker, a Beijing correspondent for The Economist, leverages his extensive experience in Chinese culture and entrepreneurship to offer a primer for newcomers who are planning to expand their business into China. According to his book, Doing Business in China, “As many foreign companies have already proven, success in China is possible, but only for those with the patience, persistence, and resources to see it through.”
SUBSCRIBE TODAY
http://www.bizsum.com/summaries/doing-business-china
Support for small businesses: Identifying the needs of minority-owned firms -...OECD CFE
Robin Newberger, Senior Business Economist, Community Development and Policy Studies, Federal Reserve Bank of Chicago, US at the OECD Conference on SMEs and the Urban Fabric, 15-16 April 2019, OECD Trento Centre, Italy.
Full event info: https://oe.cd/SMEs-Cities
Chris Roush presented "Investigating Private Companies" at the Donald W. Reynolds National Center of Business Journalism's free workshop, "Investigating Private Companies and Nonprofits."
For more information about free training for business journalists, please visit businessjournalism.org.
The fifth and final session of the 12th National People’s Congress concluded with no significant change in policy direction. While there were few surprises in this year’s gathering, the meetings gave a fresh view on the priorities of the administration and the implications for those operating in China.
This year’s meetings are the warm up act to the much more important 19th Party Congress at the end of this year when Xi Jinping will end his first five-year term as head of the Communist Party of China and when a number of the most senior members of the Party are expected to retire. The question is not if Xi Jinping stays for a second term (that’s a certainty), it is who will join him in the Politburo and the Standing Committee as this will influence the next five years and give early indication whether he may break with recent precedent and stay for a third term (2022-2027).
In this year’s report we look at how the Chinese authorities are seeking to balance growth, economic reform, and stability. Last year, the authorities spelled out a desire to achieve growth and reform—including drastically reducing overcapacity—while ensuring stability and enduring minimal pain. Achieving this simultaneously remains extremely challenging. This year they talked extensively about the reform agenda and its role in ensuring long-term growth, yet the importance of stability leading into the 19th Party Congress later this year is potentially even more important. “Stability is of overriding importance,” stressed Li Keqiang. Other key topics at this year’s sessions beyond ensuring reform and continued growth included a focus on job creation and poverty alleviation.
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Metropolitan Economic Development Association's presentation from One Minneapolis: A Call to Action! conference December 2, 2011 hosted by the Minneapolis Department of Civil Rights
A presentation to local business groups demonstrating how they can use .id's publicly available toolkit to understand the local demographic and economic profile.
The 2nd Biennial Engaging Immigrant Entrepreneurs & Small Business Owners ForumAllentza Michel
Featuring presentations from:
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* Slides not available at this time
Pakistan has emerged as the second rapidly growing economy in Asia after China. Even though the large scale manufacturing registered 15.4% growth but small and medium enterprises (SMEs) is the core issue in the country’s progress and especially for the prosperity of masses that are surviving with low scale income due to which Pakistan ranks 135th out of 174 countries oh Human Development Index. The assessment of the role of SMEs in Pakistan is of vital importance.SME produces the income stream for masses located in the countryside and the capitalists associated with this activity that is generally medium or small as the name suggests. SMEs will be the main source of poverty reduction in Pakistan that will create the value and innovation for the country in the days to come. The thing that really needs serious attention is to remove the unnecessary bureaucratic procedures.
About DSLBD
Mission
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Vision
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How do we move from localized thinking to a regional approach for workforce and economic development?
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This panel is part of the Boards and Commissions Leadership Institute's (BCLI)
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About DSLBD
Mission
The Department of Small and Local Business Development (DSLBD) supports the development, economic growth, and retention of District-based businesses, and promotes economic development throughout the District's commercial corridors.
Vision
DSLBD envisions a business environment in which: DC businesses are connected in real-time with local, federal, and global business opportunities; businesses navigate government quickly, confidently, and effectively; and, every entrepreneur and business with a great idea and a great plan has the capital to make it happen.
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The Importance of Small & Micro Businesses - Boston
1. The Importance of
Small and Micro
Businesses in
Boston
Alvaro Lima, Director of
Research, 2019
2. Agenda:
Importance of Micro and Small Businesses
The Boston Economy – The Background for
Growth
A Business Development Framework
3. Agenda:
Importance of Micro and Small Businesses
The Boston Economy – The Background for
Growth
A Business Development Framework
4. Small businesses – establishments with less than 50 employees – are a key
element of the Boston economy:
In Boston, there are more than 17,000 small businesses making up 91% of all private establishments
They account for 35% of Boston’s private employment representing 204,795 direct jobs and more
than $14.2 billion in personal income
Their annual contribution to the gross regional product is over $29.5 billion,
AND AS IMPORTANT
They provide entry level jobs and entrepreneurial opportunities to immigrant, minority and low income
populations
They supply needed goods and services to all the neighborhoods of Boston
They are crucial for the maintenance of existing physical infrastructure
they create “social capital” in communities that need to build “strong ties,” particularly among
immigrant communities
Source: U.S. Census Bureau, Zip Code Business Patterns, 2016, REMi Model, BPDA Research Division Analysis.
5. Share of Establishments by Establishment
Size
Of the 17,732 Micro and
Small establishments:
48% (9,383) are Micro
businesses (1-4 employees)
43% (8,349) are Small
businesses (5-49
employees)
Together, Micro and Small
make up 91% of all
establishments
Source: U.S. Census Bureau, Zip Code Business Patterns, 2016, BPDA Research Division Analysis.
6. Source: U.S. Census Bureau, Zip Code Business Patterns, 2016, BPDA Research Division Analysis.
Share of Establishments by Size and Industry
Together, Micro
and Small
businesses, make
up the majority
of
establishments in
all industries
7. Establishments by Size and Neighborhood
Source: U.S. Census Bureau, Zip Code Business Patterns, 2016, BPDA Research Division Analysis.
Together, Small
and micro
businesses make
up also the
majority of
establishments in
all
neighborhoods
8. Fenway/Kenmore and
parts of Back Bay have
the largest business
establishments with an
average number of
employees over 100
In contrast, West Roxbury
and parts of Mattapan,
Dorchester, and Roxbury
average around 10
employees per
establishment
9. Share of Employees by Establishment Size Out of 589,235 people
employed in the private
sector, 35% or 204,795
are employed by micro
and small businesses:
5% (27,742) are
employed in Micro
businesses
30% (177,053) are
employed in Small
businesses
* Total employees for Suffolk County is provided by industry but not by establishment size. Therefore, Suffolk employees within an industry are allocated by establishment size based upon state level proportions.
The counts are then reduced based upon the share of Suffolk jobs by industry located in Boston calculated from employment totals provided by the MA Executive Office of Labor and Workforce Development.
Source: U.S. Census Bureau, County Business Patterns, 2016, BPDA Research Division Analysis.
10. Share of Employees by Establishment Size and Industry
*Total employees for Suffolk County is provided by industry but not by establishment size. Therefore, Suffolk employees within an industry are allocated by establishment size based upon state level proportions. The counts are then reduced based upon the share of Suffolk jobs by
industry located in Boston calculated from employment totals provided by the MA Executive Office of Labor and Workforce Development.
Source: U.S. Census Bureau, County Business Patterns, 2016, BPDA Research Division Analysis.
Micro and Small
businesses – make up the
majority of employment
in the following
industries:
Real Estate and Rental
and Leasing
Other Services
Construction
Accommodation and
Food Services
Other
11. Types of micro and small businesses:
Communications
Computer Dealers, Repair & Training
Construction & Demolition
Business Consultants
Convenience Stores
Copying & Duplicating Services
Cosmetics & Perfumes Retail
Credit & Debit Counseling
Dance Companies & Instructions
Data Processing Services
Day Care Centers
Dentists
Delivery Services
Designers
Driving Instruction
Economic Research Analysis
Educational Consultants
Electric Contractors
Employee Benefits & Compensation Plans
Employment Agencies & Opportunities
Entertainers
Events
Executive Search
Exercise & Physical Fitness
Exporters
Manufacturers
Facilities Management
Fashion Designers
Financial Advisory Services
Floor Laying Refinishing & Resurfacing
Florists
Food Markets
Lawyers
Fruits, Vegetables & Produce
Fuel Management
Fund Raising Counselors
Funeral Homes
Garbage Collection
General Contractors
AND THE LIST GOES ON……
14. Agenda:
Importance of Micro and Small Businesses
The Boston Economy – The Background for
Growth
A Business Development Framework
15. Source: U.S. Census, 1994 – 2015 Zip Code Business Patterns, BPDA Research Division Analysis
An establishment consists of a single location or facility. A firm may consist of many establishments.
The number of business establishments in Boston fell from 2000 to 2009,
but rose from 2009 to 2015
In 2015, there were 19,264 establishments in Boston, up from 17,590 in
2009
16. In 2016, Boston’s total payroll and non-payroll jobs increased to 794,038, continuing the trend of strong job growth since
2010. Total jobs are forecast to reach 829,000 by 2030
Payroll jobs, the focus of this report, reached a total of 630,770 in 2016
Note: Shading signifies recession. Source: U.S. Bureau of Economic Analysis (BEA), Massachusetts Executive Office of Labor and Workforce Development (EOLWD), BPDA Research Division Analysis.
17. Bubble size represents jobs in 2016.
Source: Bureau of Labor Statistics (BLS), Massachusetts Executive Office of Labor and Workforce Development (EOLWD), BPDA Research Division Analysis
Health Care & Social Assistance is the largest and one of the fastest growing industries in Boston
Despite recent declines, Boston still has more than 2.5 times the employment share in Finance and Insurance than the national average
Employment in Professional, Scientific, and Technical Services has grown by 30% since 2001 and is double the national share of employment
Manufacturing employment has fallen by almost 60% since 2001 and represents a much smaller share of Boston employment than the national average
Consumer
Services
Production &
Transportation
Education and
Health Care &
Social Assistance
Business
Services
18. Agenda:
Importance of Micro and Small Businesses
The Boston Economy – The Background for
Growth
A Business Development Framework
19. Business Development Framework
BENEFITS
• Independence
• Limited liability
(easy to exit)
• Ability to gain
more than wage
CHALLENGES/
LIMITATIONS
• Volatility/high
failure rate
• Limitations to
profit
• Limited capacity
BENEFITS
• Improved stability
• Higher profit
• Improved customer
reach
CHALLENGES/
LIMITATIONS
• Increased
competitive threat
• More difficult to
exit
• Higher managerial
involvement needs
• Limited capacity
BENEFITS
• Lower failure rate
• Steady profit
• Further customer
reach
• Scale economies
CHALLENGES/
LIMITATIONS
• Management
delegation
• Attracting skilled
managers
• Growing IT/
computer needs
Domestic &
Wage Labor
Self-
employed
Small
Employer
Growth
Business
ENABLERS
• Build reputation
and steady client
base
• More capital -
fixed costs
• Get licenses/
permits
ENABLERS
• Expand client
base
• Expand org.
structure
• Get mgmt.
training
• Get loans
variable costs fixed costs
technical skills managerial skills
income target return on capital
entry points
ENABLERS
• Easy to start
– easy to reach
customers
– little skill
training
– low capital
requirements
• Fast breakeven
progression
Source: Enterprise Development , Alvaro Lima, 2007. www.digaai.com
20. TRANSPORTATION
BEAUTY/GROOMING
CLEANING SERVICES
EATING PLACES
RETAIL
• Taxi/Limo driver
• Delivery (food,
other)
• Manicurist
• Hair Stylist
• Janitor
• Cleaning person or
House cleaner
• Maid/hospitality
• Cook
• Waiter
• Caterer
• Cashier
• Salesperson
• Stock manager
• Taxi/Limo driver
• Delivery (food,
other)
• Leased seat in hair
salon
• House calls
• Solo operator
(janitor, cleaning
person)
• Solo franchise
• Take-out stand
• Burrito cart
• Door-to-door sales
• Third-party
marketing franchise
• 1-3 limos
• Multiple (leased)
medallions
• 1-3 delivery cars
• Nail Salon
• Beauty Salon
• Local contractor
• Dry-cleaning
storefront
• Small cleaning
business
• Restaurant (with
eat-in, take-out,
delivery)
• Small catering
service
• Small franchise
• Small store
• Third-party mktg.
• Multiple cars (3+)
• Multiple services
(delivery services,
or limo services)
• Chain of
nail/beauty salons
• Multiple services
• Regional
contractors
(commercial,
residential)
• Multiple services
• Multiple
restaurants
• Multiple services
(catering, delivery)
• Food services
• Retail chain
Growth
Business
Small
Employer
Self-
Employed
Wage Labor
(Employee)
Business Development Framework - Example
Source: Enterprise Development , Alvaro Lima, 2007. www.digaai.com
21. A framework to understand micro and
small businesses development by looking
at social forms of production:
production
for income
production
for direct
use
production
for profit
Self-
employment
(micro-
businesses)
Small
businesses
Growth
businesses
Production for Profit – How do they differ?
Ownership Structure
1. Single owner or not incorporated
2. Independently or family owned
3. Limited liability & more complex legal structure
Employment & Revenue Size & Capital Structure
1. 1-2 people & < 10K & < $100K
2. < 500 people & < $20M …
3. > 500 people …
Financial Structure & Ability to Leverage
1. Simple cash flow & no ability to leverage
2. Bank financing
3. External financing, investors, VC, investment banks
Management Structure
1. Hands-on worker & control everything
2. Management across all functions
3. Professional management, board, investors
Skill Sets
1. Finding & servicing customers
2. Detailed understanding of industry
3. Financial and organizational skills
Employment Size & Structure
Technology, Production & Markets
1. Low to no technology
2. Single technology, production & markets
3. Multiple products, technology & markets
Success
1. Make enough individual income & control lifestyle
2. Salary & Profits & Value of Company
3. IPO/share price
Source: Enterprise Development , Alvaro Lima, 2007. www.digaai.com
Editor's Notes
Thanks Steve for this nice introduction
I would like to start by sharing with you an enterprise development framework. In the process I will make some general points and present some examples regarding this process in Boston’s inner city.
This framework can be understood as both an evolutionary process or we can think of it as a series of entry points in this process.
Lets start here (first step)… Domestic and wage labor. Suppose we have a family unit in which some of its members work at home performing some domestic duties and others work outside the household as wage laborers... They complement the family income with their in kind (cooking, for example) and monetary incomes (from cooking in a restaurant, for example).
Suppose now that they decide to open their own home-based cooking business… They are transitioning to a “self employment mode of production.”
The general point here is that for every transition from one social form of production to the other there are enabling factors, benefits, and challenges.
Enabling factors are here understood as “business environment factors” - external factors such as taxation, capital availability, technical support systems, training, etc. - and “operational factors” - internal factors such as technical skills, business skills, equity capital, etc.