Business Development Support Report BUSINESS DEVELOPMENT SUPPORT REPORT MAY 2002.

Business Development Support Report

BUSINESS DEVELOPMENT BUSINESS DEVELOPMENT SUPPORT REPORTSUPPORT REPORT

MAY 2002MAY 2002

2

Contents

1. Executive summary

2. Introduction

3. International best practice

4. Current BDS in South Africa

5. Strategic options for BDS for microfinanciers

6. Next steps

3

Executive Summary

Best practice guiding principles for successful BDS initiatives BDS services must be demand-driven The SMME community must have a strong sense of ownership in the BDS The BDS initiative must achieve maximum outreach The BDS initiative must be financially sustainable BDS services must be provided to the right clientele

There are currently many BDS initiatives in South Africa Numerous delivery mechanisms are used e.g. internet, face-to-face, call centre Information is provided at various levels of detail e.g. general, industry-specific Support is provided at various levels e.g. information, advice, training, shared services Revenue models range from donor-funded (free services) to self-sustained (charge for

services)

Best practice model for BDS delivery Central hub / resource centre coordinating all relevant information / support advice Call centre / internet access of resource centre Nationally distributed field of service providers for face-to-face support

BDS initiatives must be driven by the needs of the community, and must be easily accessible by the target audience

4

Contents


2. Introduction



5. Strategic Options for BDS for microfinanciers

6. Next steps

5

Focus of BDS AssignmentThe business development support (BDS) section researches the most appropriate opportunities for delivering BDS to microfinanciers in South Africa

The consultation and BDS review reports are combined in this presentationThe consultation and BDS review reports are combined in this presentation

REPORT DEFINITION APPROACH

Consultation report

BDS ideas in the South African context

Consult with sample of stakeholders around learner support mechanis

Include stakholders who are:

Donor-funded vs. private businesses

Operating in isolated centres vs. those who have national reach

Micro finance specific vs. general business

BDS review report

An assessment of certain current BDS initiatives in South Africa

Interview sample of stakeholders providing BDS in South Africa

Assess BDS content and delivery mechanisms

Assess relevance to micro financiers

Best practice BDS report

Report detailing best practices, guiding principles and lessons learnt as identified from existing BDS initiatives worldwide

Review and assess worldwide BDS case studies

Include studies from range of countries (mostly ‘3rd world’ countries)

Research worldwide BDS best practice and guiding principles

Include BDS success factors, as well as barriers to success

BDS strategy Recommendation for a strategy to establish a BDS initiative aimed at micro financiers in South Africa

Consider global best practices and lessons learnt Utlise current South African initiatives were applicable Identify key decisions to be made regarding recommendation Identify next steps required to pursue recommendation

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Definitions

Small Medium and Micro Enterprises (SMME)

Businesses with a staff compliment of less than 50

Microfinancier

An organisation (private, public or Section 21) which provides loans

SMMEs or individuals under the exemption notice to the Usury Act

BDS

The provision of any non-financial service – including information,

knowledge, skills and advice - to a business

Within the context of this research, the following definitions were used:

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What is BDS?BDS refers to the provision of information, knowledge, skills, and advice on the various aspects of a business.

PROVIDERS

SERVICES

NEEDS

Microfinanciers

Inspection & testing

Accounting / auditing

Technical information

Consultancy

Training

Finance

Courier delivery

Web-site design &

mgmt.

Legal servicesComputer

services

Repair / maintenance

Technology Personnel

Linkages

Laws / Regulations

Administration

Production

Security

Business space

Markets

Banks

NationalGovt.

Universities / Colleges

NGOs

Associations

Clubs

Finance companies

Consultants

Accountants

LocalGovt.

Parastatals

FamilyFriends

Customers

Business Networks

• Includes all external non-financial support to enterprises that

• Increases operational capacity• Provides access to markets• Improves management skills• Improves financial efficiency • Provides access to networks and

information

• Examples of BDS services include:• Training / skills development• Legal services• Accounting / auditing• Advertising• Network brokering• Business consultancy• etc.

Ref: Microenterprise Best Practices, Development Alternatives Inc, 1999

Accounting

8

Why is BDS Required?

Development programs generally focus on financial assistance to entrepreneurs, SMMEs and microfinanciers

After start-up, microfinanciers must acquire a variety of business skills to run their businesses. However, it is often overwhelming for a business with few employees to acquire these non-core skills

Microfinanciers require BDS support to develop the skills in-house, or to outsource to local providers

Ref: International Labour Organization, Working paper no. 5, The Hidden MSE Service Sector, G. Anderson, 2000

BDS is advantageous in ensuring the survival, productivity, competitiveness and growth of microfinanciers

BDS is advantageous in ensuring the survival, productivity, competitiveness and growth of microfinanciers

The provision of financial support and funding to start up SMMEs and microfinanciers is not enough, and does not ensure their future survival

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Contents


2. Introduction


Summary

What BDS services are offered?

How is BDS offered?

Who are the players in BDS?

BDS success criteria

Barriers to BDS success

A best-practice BDS model


5. Strategic Options for BDS for microfinanciers

6. Next steps

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Summary: International Best Practice

Best practice for successful BDS BDS services must be demand-driven to ensure a greater, more positive impact The SMME community must have a strong sense of ownership in the BDS initiative to

ensure commitment The BDS center must reach a maximum portion of the target audience BDS services must be provided to the right clientele, and who will make good use of the

services The BDS center and its service providers must achieve financial stability to be sustainable

over the long term

Barriers to success Providing all BDS services for free often results in poor commitment from the users Private sector funding alone may not be sufficient, necessitating participation by public

donors Support services are often too generalised, thereby resulting in poor use by the target

audience Support services are sometimes not accessible by the target users, thereby resulting in

poor use by the target audience

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What BDS Services are Offered?

Enterprise management services

Accounting, tax and secretarial services; Analysis of financial statements; Financial planning Legal and regulatory compliance advice; Internal audits; Subcontracting arrangements Preparation of business plans

Marketing services Identifying and targeting attractive markets Marketing of products and services Development of local promotional activities

Human resource development services

Training of employees Recruitment of employees (permanent, temporary and contract staff) Policies and procedures Payroll services

Technical / production services

Technology information, equipment, and advice Information on processing techniques and procurement of equipment / materials Access to business facilities and infrastructure Access to materials, supplies, and equipment

Research and studies Sector-specific trends Market research

Best practice research shows that BDS must include market- or sector-specific information, in addition to generic business advice

BDS must be relevant to the types of SMMEs it is being offered to: there must be a balance between general and industry specific support

BDS must be relevant to the types of SMMEs it is being offered to: there must be a balance between general and industry specific support

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How is BDS Offered?

Stand-alone support

BDS can be delivered as part of an existing business-to-business relationship, generally as part of another transaction

e.g. training received as part of the purchase of equipment

Caters for training or support which is only required infrequently

‘once-off’

Ref: International Labour Organization, Business Development Services for Small Enterprises: Guiding Principles for Donor Intervention, 2001 Edition

BDS can be offered on a stand-alone basis, or as a bundled offering of related services and products

The delivery of BDS services must be tailored to the requirements of the recipients

The delivery of BDS services must be tailored to the requirements of the recipients

Bundled support

BDS can also be delivered via business associations and informal business networks

A grouping of providers of related servicese.g. grouping of providers of

accounting, tax and legal services Caters for support which is required on a

ongoing basis ‘one stop shop’

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Who are the Players in BDS?Organisations involved in a BDS network generally come from the private and public sector

The mix of BDS participants will change as the BDS infrastructure and mechanism becomes more established

The mix of BDS participants will change as the BDS infrastructure and mechanism becomes more established

SMMEs The actual / potential clients of BDS providers

BDS Providers Provide services directly to SMMEs

Individuals, private firms, NGOs, parastatals, government agencies, industry associations, etc

BDS Facilitators Advocate policy for BDS environment

Support the BDS infrastructure and players

Support BDS providers, e.g. promoting good practice, building provider capacity

Educate SMMEs about the potential benefits of BDS services, and may provide incentives to SMMEs utilising BDS services

Evaluate quality and impact of BDS providers and their services

Private firms, NGOs, parastatals, government agencies, industry associations, e.g. International Labour Organisation

Donors Provide funding for BDS projects and programs

Governments Provide funding for BDS projects and programs

Provide an enabling policy, legal and regulatory environment for BDS initiative

Provide public goods e.g. basic infrastructure, education and information services

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BDS Success Criteria

1. BDS services must be demand-driven Ensures a greater, more positive impact, and encourages clients to pay for the services they value

2. BDS services must be provided to the right clientele The main objective of a BDS is to facilitate growth, profitability and competitiveness of SMMEs. The

BDS must therefore be provided to SMMEs who exhibit good entrepreneurial characteristics and can make good use of the services

3. The SMME community must have a strong sense of ownership in the BDS The best business providers generally work in the environment, resulting in commitment and strong

ownership

4. The BDS center must achieve maximum outreach Maximum impact can be achieved by strengthening private sector service providers, creating better

networks between service providers, and promoting informal systems of learning

5. The BDS center and its service providers must achieve financial sustainability The institutional and financial sustainability must be achieved by controlling costs to maintain

competitive and to increase profits

Best practice research indicates that successful BDS initiatives understand the markets they serve, and provide demand-driven services

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Barriers to BDS Success

Not charging for services often results in poor commitment from the users There must be a balance between free and paid-for services

Relying solely on private market finance can be detrimental Businesses may be reluctant to incur the costs of setting up BDS initiatives, as their competitors may be just

as likely to benefit Provides a rationale for donor support justified on a cost-benefit basis, rather than on the return on

investment that individual businesses usually make

Support services are often too generalised Often supply-driven and delivered in a top-down fashion, rather than from a SMME demand perspective Training should be business-oriented, and not viewed as an extension of the basic general educational

system

Support services are sometimes not accessible by the target users Must be delivered via a suitable, convenient medium

Provision of BDS can be complicated, and some international initiatives have not been successful

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A Best Practice BDS ModelThis BDS model caters for users who have vastly different technical capabilities, and who may be widely dispersed geographically

SMME 1

SMME 2

Complicated requests routed to content specialist

Access internet portal

Walk-in / phone / fax call center /

email

Various databases, library items, question

and answer system etc.

BDS Centre

BDS

‘pushes out’

information to

SMMEs

Training courses, seminars, roadshows,

internships

Newsletters, self-study training, toolkits,

videos, CDs

One-on-one’s, mentoring, coaching

Radio, television

SMMEs

SMMEs

SMMEs

SMMEs

BDS PROVIDER

BDS FACILITATOR

SMMEs (USERS)

Ref: Scottish Empire, SME Issues, Vol. 1, No. 3, November 2000

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BDS centre: Donor funded Liaises with all service providers and government organisations Coordinates all material centrally Sets national strategy and priority Coordinates national delivery

BDS providers: Independent corporations located across the country May obtain funding from BDS centre Obtain accreditation by the BDS centre, and therefore trusted in the community Operates under the national strategy set by the centre, but can adjust ‘menu’ of services

based on local requirements

A Best Practice BDS Model, ctdThe BDS centre is usually a public organisation, setting national strategy and priorities for the initiative and ensuring national delivery

The model has been successfully deployed in Scotland, where increased services sales of £820 million is expected over the period 2001 - 2003

The model has been successfully deployed in Scotland, where increased services sales of £820 million is expected over the period 2001 - 2003

Ref: Scottish Empire, SME Issues, Vol. 1, No. 3, November 2000

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BDS Case Studies

1. Scotland: Local enterprise companies (LECs)

2. CGAP: Microfinance gateway

3. Papua New Guinea: Microfinance competence center

4. Paraguay: Training voucher scheme

5. Kenya: Training programs

6. Benin: Information services programs

Worldwide case studies assessed include:

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Overview of BDS Case Studies

Key Findings

Much emphasis is placed on promoting a culture of entreprenuership

Support and advice are delivered at as local a level as possible

Initiatives use private companies, where possible, to provide services, thereby supporting SMME development

Initiatives range from hi-tech (internet portals) to very simplistic (selling of training materials on the street)

Most initiatives are funded by a combination of public sector and private sector organisations

Initiatives promoting mentoring / coaching have seen exceptional benefits in the community

Many examples of incentivisation exist which can be used within a greater framework of BDS delivery. The training voucher scheme established in Paraguay has been particularly successful

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Case Study 1: SMME Support in Scotland

Operates 13 autonomous business centers, Local Enterprise Companies (LECs) Constituted as independent corporations Work consistently with the national strategy set by the SE Have discretion to adjust its ‘menu’ of activities to meet local needs and activities

Assistance provided to SMMEs include: Management development: formal training, collaborative visits to examples of best practice Staff development: promoting a culture of training, development of key skills Product development: new product research and development Export support: export plans, market entry, trade missions Financial access: preparation of applications Advice in the adoption of e-commerce and other new business models

The Scottish Enterprise (SE) is a government-supported initiative to strengthen SMMEs in Scotland

Ref: SME Issues, Vol. 1, No. 3, November 2000

• Helped create 25,000 new jobs (1999 – 2000)• Added £900 m to Scottish GDP (1999 – 2000)• Enabled 23,277 people to begin training programs (1999 – 2000)• Helped 7,013 new businesses to start up (1999 – 2000)

• Helped create 25,000 new jobs (1999 – 2000)• Added £900 m to Scottish GDP (1999 – 2000)• Enabled 23,277 people to begin training programs (1999 – 2000)• Helped 7,013 new businesses to start up (1999 – 2000)

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Case Study 1: SMME Support in Scotland

The Scottish network provides tiered information services, depending on the complexity of the SMME’s requirements

LEVEL 1:

Business Information

“Small Business Gateway” The information provided is usually

of a basic level Network has town center locations Most business is transacted by

telephone and the internet Trained information providers deal

with callers (via a toll-free phone number)

Users can access a range of customized and proprietary databases (via telephone operator, or on-line)

More advanced enquiries are referred on to specialist sources

LEVEL 2: New Company Information

More tailored support for emerging new startups

Information re. Business planning, market potential, recruitment, property, sales and marketing

One-to-one sessions, shared seminars and training sessions

Delivered by experienced advisors Decentralisation of advice to local

agencies (e.g. Chamber of Commerce, or local authorities)

LEVEL 3:

Commercialisation

Target SMMEs showing fast growth and value added potential

Highly targeted advice Exploit research from universities

and institutes

Ref: SME Issues, Vol. 1, No. 3, November 2000

Increasing complexity of advice required

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Case Study 2: CGAP Online Resource Center

Target audience: microfinance institutions, donors and the microfinance industry Develop technical tools and services, deliver training, provide strategic advice and technical

assistance, and action research

The Consultative Group to Assist the Poorest (CGAP) is a consortium of 29 bilateral and multilateral donor agencies who support microfinance

Ref: www.cgap.org

• CGAP Secretariat Responsible for implementing the group's mandate Housed in the World Bank

• The Consultative Group responsible for setting CGAP's strategic direction,

making policy decisions, approving its budget, and reviewing achievements

• Policy Advisory Group 8 microfinance practitioners and experts Plays a strategic and decisive role in guiding and

advising the on CGAP's strategy and agenda • Investment Committee

Custodian of a small grant facility in support of its activities

Members are from World Bank and International Finance Corporation

• CGAP Secretariat Responsible for implementing the group's mandate Housed in the World Bank

• The Consultative Group responsible for setting CGAP's strategic direction,

making policy decisions, approving its budget, and reviewing achievements

• Policy Advisory Group 8 microfinance practitioners and experts Plays a strategic and decisive role in guiding and

advising the on CGAP's strategy and agenda • Investment Committee

Custodian of a small grant facility in support of its activities

Members are from World Bank and International Finance Corporation

Consultative Group of

Member Donors

Investment Committee

Policy Advisory Group

Microfinance Institutions

Clients

CGAP Secretariat

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Case Study 2: CGAP Online Resource Center

“One stop microfinance information hub” A forum for MFI practitioners, NGOs, Donors, etc. to learn about microfinance topics and to

share their knowledge Collection of over 12,000 documents and practical tools Users can consult 1,300 abstracts and download 700 documents directly Access to 20 thematic pages of selected documents and information contacts and links to

10,000 web pages Information on microfinance training and conferences, job opportunities, capability for users

to post their CVs Users can make contributions to the site, and recommend improvements Users can receive email bulletins for regular updates

CGAP launched a web-based portal providing a library of microfinance publications and other information - the Microfinance Gateway

Ref: www.cgap.org

On average, the site experiences 375 000 site hits per month, and 6000 unique users per month

On average, the site experiences 375 000 site hits per month, and 6000 unique users per month

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Case Study 2:CGAP Online Resource Center

Ref: www.cgap.org

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Case Study 3: Papua New Guinea

MFIs are scattered across PNG, operating in isolation and without clear perspectives. Knowledge of microfinance best practice is limited

Microfinance initiatives require support measures to ensure sustainable delivery of microfinance services

One component of the project is to establish a Microfinance Competence Center, providing: A network of existing service providers, creating a forum for policy implementation

and development of local capacity Training in technical and organization skills On-site counseling Study tours to successfully operating MFIs in Asia In-country conferences and workshops

A project was initiated in 2000 in Papua New Guinea (PNG) to strengthen the institutional capacity of existing and new MFIs

Ref: Asian Development Bank, www.adb.org

Programme will strengthen at least 40 new or existing MFIsProgramme will strengthen at least 40 new or existing MFIs

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Case Study 4: Training Voucher Scheme in Paraguay

SMMEs can purchase training vouchers from government offices at a subsidised rate The vouchers can be used to pay for training programmes at institutions which have been

approved by the government Institutions can exchange vouchers only after programmes are completed and only if

participants have attended more than 75% of the classes Registered training institutes receive both the up-front the payment as well as the vouchers Over 50 percent of program participants were repeat users Empowered by the purchasing power of vouchers, entrepreneurs are exercising their choice

and there are already signs that institutions are having to become more responsive to their needs

Paraguay runs a successful training voucher scheme which ensures that microentrepreneurs actually attend the courses designed for them

In the first 20 months of operation, 11,324 micro entrepreneurs participated in 696 training programmes with an external cost of only $220,000

In the first 20 months of operation, 11,324 micro entrepreneurs participated in 696 training programmes with an external cost of only $220,000

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Case Study 5: Learning Initiatives in Kenya

The sub-sector that would be the focus of the programme was selected and assessed its main needs

Participating entrepreneurs were selected, taking care to ensure that they did not include direct competitors to facilitate the free exchange of information

The participants were introduced to the programme's objectives and assisted in setting personal goals and formulating a work plan for the exchange visit and later activities

Visits were mostly in groups. Follow up one-to-one advisory services on product design, development and skills

upgrading were provided Further learning was facilitated by later joint workshops with the entrepreneurs, which also

helped to assess impact.

In Kenya, partner BDS organisations arranged enterprise visits for SMMEs to promote learning, the exchange of information and to develop commercial linkages

Enterprise visits have had some success in terms of new practices and skills acquired by the enterprises. Direct costs of the visits were covered by the

SMMEs

Enterprise visits have had some success in terms of new practices and skills acquired by the enterprises. Direct costs of the visits were covered by the

SMMEs

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2. User-Led Innovation (ULI)

The facilitation of opportunities for SMMEs to discuss product design, quality and price with their customers in a neutral setting

Results show a substantial impact on the product range and revenues of participating SMMEs

A group of 9 metalworkers developed 7 new products, and improved 2 existing designs. Generating additional sales worth $4,500 over the following six months

8 participating SMMEs developed 11 new products, generating additional sales worth $8,200 over the following year

One SMME increased its sales by 180%

1. Question-and-answer service

Existing networks were used to provide a question-and-answer service

The SMME pays $2 for each question submitted, and pays for the answer at a rate of five times the cost of the photocopying required

It is hoped that scaling up the service will lead to several SMMEs asking the same questions. Costs will thus stabilise, while revenue will continue to increase

127 questions were generated in 6 months

This initiative has generated revenue that has covered 30 per cent of the costs of answering the questions

Case Study 6: Information Services in Benin

This project initiated three approaches aimed at promoting access by SMMEs to useful information

3. Street hawker initiative

The sale of information to SMMEs through street hawkers Information booklets were sold for $1.70 (includes a 100 % mark-up on the production cost) Not a very successful initiative, as very few booklets were sold

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Contents


2. Introduction



5. Strategic Options for BDS for Microfinanciers

6. Next steps

30

Summary: Current BDS in SA

Current BDS initiatives in South Africa Numerous delivery mechanisms are used e.g. internet, face-to-face, call centre

Information is provided at various levels of detail e.g. general, industry-specific

Support is provided at various levels e.g. information, advice, training, shared services

Revenue models range from donor-funded (free services) to self-sustained (charge for services)

Areas for improvement Improved communication and cohesion between various industry players will reduce

duplication of effort

Improved management and performance measurement of BDS providers is required

Electronic media should be further leveraged for improved delivery of information

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ApproachA number of providers of BDS in SA were identified and interviewed to obtain insight into the effectiveness and reach of current initiatives

Identify key stakeholders

Conduct interviewsReview existing

BDS programmesAssess / compare BDS programmes

There are many providers of BDS to SMMEs in South Africa. A small sample was selected for assessment, and include BDS providers who are: Donor-funded vs. private businesses Operating in isolated centres vs. those who have national reach Micro finance-specific vs. general business

32

SA BDS ConsultationInitiatives assessed, and organisations interviewed, include the following:

INITIATIVES ASSESSED INTERVIEWEES

Ntsika Enterprise Promotion Agency John Frances

Business Referral and Information Network (BRAIN) Emilie Pretorius

Micro Enterprise Association (MEA) Judy Blom

Mastermind Alliance Willie Oosthuizen

The Business Place Natalie Doctor

Business Beat Volker Munster

LBSCsCenturion Business Support Centre Centre for Business Education and Training Sedibeng Training Centre

Phil van Rooyen

Barney Lehari

Mordecai Kocha

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Consultation Questionnaire

1. Do you provide any support/training specifically to Microlending institutions?

Training courses, information feeds, others?

2. If so, is the support run on a continuous basis, or is it driven through periodic programs?

3. What have you found to be the most effective channel for providing information / running training

sessions?

In-person sessions, self-study courses (videos, CDs etc.), mentorship, web-based information

dissemination, paper-based material (newsletters etc.)?

4. Can you provide some lessons learnt during previous programs run?

Successful programs, unsuccessful programs?

5. What is the revenue model for your organisation?

Charging for training courses, corporate sponsorships, others?

6. Where are you located geographically?

Do you offer programs for clients who are located in rural areas?

Do you have any alliances offering services in rural areas?

7. Do you have any alliances with other companies / training institutions?

Interviews with BDS stakeholders were held within the framework of the questions below:

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Overview of BDS Initiatives

There are many BDS initiatives targeting SMMEs in general Different delivery mechanisms are used Different levels of information are provided Different levels of support are provided In some cases, shared services are provided Both donor-funded and self-sustainable models are used

Strengths: Large volumes of general business information are available A large amount of support is available A large network of service providers is in place across the country A web-based BDS initiative is being successfully run

Lessons learnt: Require sector-specific expertise and support Face-to-face approach is very successful Charging for services results in more buy-in and commitment from users Closer interaction with affiliates required Limited resources for industry research Poor client satisfaction / client impact assessment processes

An assessment of a sample set of SA BDS initiatives illustrated that excellent progress has been made in supporting SMMEs

35

Rating of SA BDS InitiativesA comparison of some SA initiatives illustrate a wide variety of capabilities and reach

Relevance of content to Micro

financiers

Na

ture

of

BD

S s

up

po

rt

Micro finance-specific content

General business content

Shared services

Info only

Support services

Mastermind Alliance

MEA

Business Beat

Ntsika

Brain

Business Place

Khula

Brain Affiliates / Ntsika LBSCs

Reach

De

liv

ery

me

ch

an

ism

sNational coverage

Single location

Telephone

In-person

Internet

Mastermind Alliance

MEA

Business Beat Ntsika

Brain

Business PlaceKhula

Brain Affiliates / Ntsika LBSCs

There are very few BDS initiatives which specifically target micro financiers

There are very few BDS initiatives which specifically target micro financiers

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Enhancement of SA BDS initiatives

Areas for improvement: Improved cohesion between various players – reduction of duplication Measurement of performance of BDS initiatives and players involved Electronic delivery of information

However, there are opportunities for improvement and consolidation of effort

“Initiatives are constrained by logistics and time”

“A more integrated approach is needed”

“Too many disparate organisations offering similar

services”

“There are a lot of BDS initiatives out there, but none aimed specifically at

the Micro Lending Industry !”

“Not a lot of cooperation or interaction between role

players”

“No all encompassing infrastructure available for

BDS”

“It is very difficult to support the rural areas”

“There are some problems with the LBSCs”

“Many initiatives are all talk, no action”

“Service providers should be managed in a business-like

manner”

Ref: Quotes obtained from interviewees

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NtsikaAll Ntsika initiatives are aimed at the development of SMMEs, with no specific focus on the micro lending industry

NTSIKA

Target audience SMMEs across all sectors

Revenue model Ntsika is donor funded LBSCs are donor funded, or charge for services

Delivery mechanism Depends on programme, but generally in-person

Reach National network of 107 registered service providers (LBSCs) located throughout SA

Microlending focus None

Areas for improvement Poor management of LBSCs All are of different standard and capability, with some performing poorly Some LBSCs have a poor, unprofessional image in the community No official performance measurement of LBSCs by NTSIKA after accreditation NTSIKA does not require formal feedback from the LBSCs

38

NtsikaAll Ntsika initiatives are aimed at the development of SMMEs, with no specific focus on the micro lending industry

NTSIKA

Offerings:

Local Business Service Centre (LBSC) programme

Non-financial support programmes to the small business sector via service providers

Training of Trainers Programme Enhancement of skills of SMME development trainers & information officers

Service Provider Organisational Development

Development of managerial skills of senior management and board members of SMMEs

Materials Development Development of specific training materials and tools

Joint programme with European Union Assistance to local SMMEs to compete in the international marketplace

Targeted assistance programme Development of enterprises owned & managed by disabled persons, youth & women

Technology Programmes Facilitate access to technology and appropriate skills transfer

Programme Design Assist Government and other key SMME development agents to design SMME related programmes and strategies

Mentorship Programme Personalised counseling and advisory services offered by skilled business persons

Tender Advice Centre Programme Assistance to access tender contracts

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Local Service Business Centres (LSBCs)The LBSC’s are Ntsika’s primary vehicle for providing services to SMMEs

LBSCs

Offerings Each LBSC is unique in its capabilities and offerings Generally provide SMMEs with non financial support services such as:

Training Advice and counselling Business Planning Information and tender advice Market Research

Delivery of services through workshops, seminars, training programmes and mentoring Only LSBCs accredited through Ntsika form part of their national network of service providers Lack of information regarding the local economy Proceed on the basis of networking and contacts, which may poorly predict areas of growth


Revenue model Donor funded, or charge for services

Delivery mechanism In-person, eMail, CDs, paper-based

Reach Distributed nationally

Microlending focus Limited / None

Areas for improvement Poor management of LBSCsAll are of different standard and capability, with some performing poorlySome LBSCs have a poor, unprofessional image in the communityNo official performance measurement of LBSCs by NTSIKA after accreditation NTSIKA does not require formal feedback from the LBSCs

40

KHULAKHULA is a DTI initiative launched in 1996 to facilitate the provision of loan and equity capital to SMMEs via RFI intermediaries

KHULA

Offerings Main offering is the supply of finance to banks and RFIs for investment in SMMEs KHULA credit guarantee Regional equity funds KHULA Start programme Loans to RFIs

Provides business mentoring THUSO Mentorship Programme e.g. assistance with pre-loan business plans, post-loan support


Revenue model Donor funded

Delivery mechanism In-person support

Reach National coverage

Microlending focus Complete

Areas for improvement KHULA has poor image in the microlending industry KHULA officials are sometimes perceived to not be experts in the feed Mentorship programme perceived as weak

41

Business Referal and Information Network (BRAIN)

BRAIN is a DTI initiative managed by NAMAC, and is mainly a web-based portal of general business information

BRAIN

Offerings Provides information to SMMEs via a website, and via nationally-distributed affiliate members.

Portal has 280 pages of general business information, and has 40 000 visitors per month Affiliate member network is nationally distributed

±300 existing business support centres Affiliates provide support to local surrounding community: training, mentorship etc. Affiliates are completely autonomous organisations


Revenue model Brain is donor funded Affiliate members are donor funded, or charge for services

Delivery mechanism Call center, internet portal, national affiliate support structure

Reach National

Microlending focus Limited / None

Areas for improvement Poor management of affiliate membersAll are of different standard and capabilityNo official performance measurement of affiliate members after accreditation BRAIN does not require formal feedback from the affiliate members

Affiliation with DTI perceived as weakening the image of BRAIN Research activities of BRAIN could be improved, but are constrained by lack of resources Lack of microlending information a weakness, as noted by BRAIN

42

Mastermind AllianceMastermind Alliance provides specific support to microfinanciers, and has a comprehensive microfinancing manual

MASTERMIND ALLIANCE

Offerings Provide advice, training, information and consultative support to members

Charge for services is covered by membership fee

Distribute regular newsletter via email and regular post

Have developed a comprehensive manual specifically targeted at micro financing – also available on CD

Have regular regional management meetings in the provinces

Currently developing an internet portal for microlending

Target audience Microfinanciers

Revenue model Membership fees Charge for providing training material/assistance to non-members on an ad-hoc basis

Delivery mechanism In-person, eMail, CDs, paper-based Currently developing a microlending internet portal

Reach National membership structure Based in Johannesburg


Areas for improvement Could improve cohesion with other industry players

43

MEAThe MEA provides SMME support services and aims to increase the efficiency and effectiveness of micro enterprise development organisations

MEA

Offerings Provide business development services, and financial support Provide best practice research from a variety of sources (e.g. CGAP site etc.) Ensure code of conduct is adhered to, and set industry standards Provide advocacy on behalf of members Provide regular newsletters Research subscription service (available to members and non-members)


Revenue Model Membership fee

Delivery mechanism Resource center responds to emails, telephone and fax requests

Reach National Resource center located in Johannesburg


Areas for improvement Resource center could be improvedMaterial offered is limited / datedAccess is limited – no internet access, no call centreResearch capability is constrained by lack of resources

Could improve cohesion with other industry players

44

MLAThe MLA was founded to help structure the industry and to help regulate and lay down ethics and values to members in the industry

MLA

Offerings Focus of initiatives and programmes aimed at structuring the industry and promoting ethics and values Start up advice offered to new micro financiers Facilitate networking between members Act as a mouthpiece for members within the role playing spectrum of the industry Publish circulars and newsletters


Revenue model Membership fee

Delivery mechanism Resource center responds to emails, telephone and fax requests

Reach National membership


Areas for improvement Provision of information to members could be improved Could improve cohesion with other industry players

45

The Business PlaceThe Business Place is an Investec project aimed at providing free advice and councelling to entrepreneurs

The Business Place

Offerings Target people who want to start / grow their own businesses

Housed in a building in Johannesburg (partly sponsored by Investec :

Contains a library / resource centre, and provides access to business networks

A number of SMME businesses are located in the building (business incubator basis), and provide services to those using the centre

Provide basic business training, company registrations, access to finance, computer training, marketing assistance, business ideas and products, legal advice, network of community organisations

Consultations and advice are generally free

Free professional and legal advice is provided by volunteer organisations

Target audience Entrepreneurs / SMMEs across all sectors, Johannesburg region only

Revenu model Donor funded Sponsored by Investec

Delivery mechanism In-person

Reach Johannesburg


Areas for improvement Reach limited to Johannesburg area only Resource centre very small No focus on microfinanciers Could improve cohesion with other industry players

46

Business BeatBusiness Beat is a Deloitte & Touche empowerment initiative designed to enhance investment in emerging black entrepreneurs and SMMEs

Business Beat

Offerings Supports corporates, franchisors and public sector organisations that are investing in black empowerment and entrepreneurial development

Supports the identification and matching of emerging entrepreneurs with viable business opportunities

Provides a comprehensive programme focused on:

Selecting potential entrepreneurs

Development of business skills

Mentoring: development and business skills transfer

Entrepreneurial support

Access to specialist advice (e.g. IT and tax)

Charge entrepreneur for services (with some subsidies / sponsorship provided if viable)

Retracts from the support process after entrepreneur has become established

Target audience Black empowerment and entrepreneurial candidates Candidates undergo screening process prior to assistance

Revenue model Charge for services

Delivery mechanism In-person

Reach National reach, although limited


Areas for improvement Improved reach to other provinces, and rural locations Could improve cohesion with other industry players

47

Contents


2. Introduction




6. Next steps

48

Summary: Strategy for Micro Financier BDS in SA

Best practice model for BDS delivery Central hub / resource centre coordinating all relevant information / support advice

Collate material currently available in the market, and identify additional material needs Material to be very specific to micro finance, but also to contain general business material A single hub, centrally managed

Call centre / internet access of resource centre Caters for both ‘hi-tech’ (internet) and ‘low-tech’ (telephone) users Both channels access similar hub of information

Nationally distributed field of service providers for face-to-face support Ensures local expertise and content Caters for mentoring and coaching initiatives Caters for shared services

49

BDS Survey ResultsThe survey of micro financiers revealed that telephone advice and advice centres are the most popular methods of delivering support

Future BDS initiatives

The top priorities and requirements for

future business development support

initiatives are:

%

1. Marketing / Industry information

2. Business process improvements

3. Business planning

4. Business Analysis

5. Management Reporting

6. Financial / Accounting

7. Administration

8. HR / Staff Planning

9. Internal Auditing

10. Network / Referrals

11. Technology assistance

78

74

74

74

57

51

43

43

39

31

8

BDS Delivery Mechanisms

The most popular methods of delivering

business development support are

through:

%

1. Telephonic advice

2. Advice Centres

3. Classroom Training

4. On-the-job

5. Seminars

6. Training via email

7. Mentoring

8. Training via the internet

28

25

23

17

13

11

1

0

The BDS strategic recommendation takes into account the micro financiers’ preferred delivery mechanisms

The BDS strategic recommendation takes into account the micro financiers’ preferred delivery mechanisms

50

BDS Delivery MediaHighest priority should be given to those BDS delivery media which can be accessed by the majority of the target audience

EASE OF DELIVERY

SIZ

E O

F T

AR

GE

T A

UD

IEN

CE

HighLow

Large

Small

Mentoring

Telephone

Radio

One-on-one’s

Videos

TV

Roadshows

Internet

Newsletters

• Cost to design, develop and implement• Time to design, develop and implement

Large no. of users accessed, with low implementation effort

CDseMail

51

BDS Delivery Media A combination of an internet portal and a telephone call centre will provide up-to-date information to practically the entire target audience, reaching both urban and rural users

Internet Daily updates to posted material possible Latest, up-to-date material available 24 hour access Managed from one location No physical delivery issues Only accessible by “high-tech” users

Telephone Information delivery managed by a telephone call centre Call centre operators access info via internet portal described above

Radio Periodic delivery of training / advice Targeting of community radio stations most effective Expensive, especially for prime-time slots

Newsletters Material may be dated by time of publication Cannot make last-minute changes

TV Periodic delivery of training / advice Very expensive, especially for prime-time slots

Videos Material may be dated by time of publication

CDs Material may be dated by time of publication

Telephone

Radio

Videos

TV

Internet

Newsletters

CDs

However, best practice research indicates that there will always be a need for mentoring and face-to-face provision of information and support

However, best practice research indicates that there will always be a need for mentoring and face-to-face provision of information and support

eMail

52

BUSINESS DEVELOPMENT SUPPORT

SERVICE PROVIDER (SP) NETWORK

BDS Delivery SolutionSupporting the internet/call center portal with an ‘on-the-ground’ service provider network will ensure that the needs of the entire target audience are catered for

Variety of information sources, catalogues and

library items

BDS RESOURCE CENTRE

BASIC INFORMATION AND ADVICE SPECIFIC INFORMATION AND SUPPORT

MICRO FINANCIERS

Call centre

Internet Portal

53

BDS Delivery SolutionThe revenue model supporting the BDS delivery solution is dependent on the types of services and information it will eventually provide

A business case must be developed and agreed to ascertain the full financial benefits of setting up the BDS initiave

A business case must be developed and agreed to ascertain the full financial benefits of setting up the BDS initiave

SOURCES OF

REVENUE

Services

Information

Research

Shared services

Access to portalAccreditation

of SPs

e.g. Best practice analysis

e.g. Training manuals

e.g. Internal audits

e.g. Access to restricted information

e.g. SPs pay for accredited status / franchising of SPs

e.g. Outsourcing of payroll function

54

Options for BDS Delivery Solution

OPTION 1 OPTION 2 OPTION 3

BDS resource centre only Service provider network only BDS resource centre

and SP network

Advantages Easy to develop and manage Supports MFs who have minimal

technical capability (telephone is minimum requirement)

24 x 7 availability Few players involved, therefore low

political impact Latest, up-to-date information Relatively cheap

Supports MFs who have minimal / no technical capability

Contributes to development of local SMMEs, and of the community

SPs provide sector / community specific research

Caters to full spectrum of MFs (low – hi tech)

Continous feedback loop re. support, training and services needs

SPs provide sector / community specific research

BDS resource centre supports SPs Contributes to development of local

SMMEs, and of the community 24 x 7 availability

Disadvantages No network of SPs for walk-in clients (rural areas)

No community or sector-specific information is easily accessible

Selection of credible SPs may be difficult Information and skills may be dated No central information support for SPs Complicated management of SPs 8 – 5 availability

Many political players involved Governance structure may be

complicated Selection and management of SPs

may be complicated

Recommendation

The BDS model can either be implemented as an end-to-end solution, or the various components can be implemented independently

A full implementation is recommended to ensure efficient support for the MFs and the SPs, and for superior information provision

A full implementation is recommended to ensure efficient support for the MFs and the SPs, and for superior information provision

55

INFORMATION

Role of the BDS CentreThe BDS centre will be a hub for all information relating to the micro financing industry, and will coordinate activities between the micro financiers and the service providers

Online access

Phone / fax

BDS CenterMF = Micro financier* Best practice

BACK-officeFRONT-office

INTERNETPORTAL

CALL CENTRE

MF-specific information *

Access to electronic databases

Training Catalogues

General business

information

Library of books, CDs,

videos

Links to intl. contacts

ACTIVITIES

Portal maintenance

Accreditation of SPs

Marketing

Coordinate events / training

Coordinate client feedback

Online chatrooms

Newsletters

Monitoring of SPs

Client database

Research

Social responsibility

56

Roleplayers: BDS CentreCurrently in SA, no organisation offers the full range of capabilities required to run the proposed BDS centre, although a number of players play in different areas

CALL CENTRE / INTERNET PORTAL

BRAIN Call centre Internet portal Both managed and maintained by BRAIN

INFORMATION

PROVIDERS

Local resources: e.g. MFRC, MEA, MLA

Micro financier-specific information Not available online

International resources: e.g. CGAP, ILO, etc.

Online source of micro financier-specific information

BRAIN Online databases Links to general business information (280 links) No micro financier-specific information

BANKSETA Micro financier training curriculum and material

Willie Oosthuizen (Mastermind Alliance)

Micro finance Manual - book and CD Currently designing an internet portal

Ebony Consulting etc. Micro financier training curriculum and material

57

SERVICES

Role of the Service ProvidersThe SPs should be sustainable businesses, and will be accredited and monitored by the BDS center

Walk-in clients

BDS Referrals

Affiliated Service Provider

Office based in city or town, across SA*

Conduct training

Provide services

(charge / free)*

Mentoring / counselling

Business incubator

Business linkages

Community-specific market

research*

Workshops

Shared services

(e.g. payroll)

ACTIVITIES

Provide feedback to BDS*

Manage events programs

Conduct local research*

Manage training programs

Assess client needs*

Market within community

Leverage BDS information

* Best practice

Accreditation to be based on various criteria e.g. service offered, service delivery track record / credibility, cost of delivery, geographical reach, etc.

“Accredited status” to be reviewed annually, or as required

58

Roleplayers: Service ProvidersThere are many service providers located around South Africa, providing a diverse range of services

SERVICE PROVIDERS

Local Business Service Centres (LBSCs) Accredited by Ntsika Diverse range of operations, services and size of

organisations Minimal reporting responsibility to Ntsika Many have poor reputation in marketplace

BRAIN affiliate members Accredited by BRAIN Main accreditation criteria are:

– Must have internet capability– Must have existing client base

No rigorous monitoring by BRAIN No reporting responsibility to BRAIN

Business Beat service providers Managed by a formal reporting process

Many other examples exist: The Business Place, Mastermind Alliance, Ebony Consulting etc.

To ensure credibility and sustainability, very specific accreditaion criteria must be enforced on the SPs providing services to microfinanciers

To ensure credibility and sustainability, very specific accreditaion criteria must be enforced on the SPs providing services to microfinanciers

59

BDS Centre

Role of the Micro FinancierThe MFs will experience a ‘pull’ and ‘push’ of information from the various resources

Micro financiers – Urban and RuralMF = Micro financier* Best practice

Local SP

Receive in-person training

Receive specific local research

‘Walk-in’ for assistance

Receive shared services

Go on site visits

Receive newsletters via email / post

Receive informationvia email / post

Chat online

Conduct online training / research

Browse portal for updates

Walk-in

Internet

Phone

Fax

Provide feedback*

Internet

Many different incentive schemes exist to encourage MFs to use all the resources available

Receive incentives

Receive incentives

60

Challenges to Implementing BDS ModelComprehensive design of processes and of roles and responsibilities is required to ensure efficient operation of the BDS initiative

Challenges Actions

Resource centre employees must be adequately skilled

Recruit call centre operators with micro finance industry experience

Defining a satisfactory business case for the BDS model

Identify the revenue model, sources of income and sources of costs of the initiative

Existing information must be taken into account Identify and assess existing information

Identify gaps in existing information

Micro financiers must be adequately incentivised to utilise the portal

Interview micro financiers to assess most suitable form of incentivisation

Service providers and affiliates must be credible and trusted in the community

Define and communicate management and accreditation of affiliates processes

Agreement has to be reached between all the involved parties prior to development of a support centre and network

Issues to be resolved include: Who will sponsor the project? Who will finance the project? Who will be accountable for the project? Who will manage the various components of the

BDS solution?

61

Approach to Tiered Rollout

Establish BDS resource centre

Establish

1st tier Service Providers

Establish

2nd tier Service Providers

Establish

3rd tier Service Providers

Cape Town

Durban

Port Elizabeth

Pretoria

Bloemfontein

Johannesburg

East London

Pietersburg

Upington

Beaufort West

KEY

BDS Resource Centre

1st Tier SPs

2nd Tier SPs

3rd Tier SPs

4 months 3 months 3 months 3 months

Nelspruit

???

Pre-project

decisions

PHASE 1 PHASE 2 PHASE 3 PHASE 4

Phases 1 and 2 could be conducted in parallel

62

Approach to Tiered RolloutWithin each phase, an integrated approach should be adopted to ensure optimal benefit of the BDS solution

High level solution design

Mobilisation

Implementation

Early Experiments

Early Implementation

Early, Focused

Investigation

DESIGN IMPLEMENTATION

Experiments

Implementation

Focused Investigation

Detailed Design

Experiments

Implementation

Focused Investigation

DEVELOPMENT

PROTOTYPE PILOT ROLL OUT

Illustrative

PHASE 1

63

Approach to Tiered RolloutIterations of the ‘experiment, implement and investigate’ approach will result in continuous improvements in the design and implementation of the solution

Key Activities Involved Parties

Experiments Test concepts and ideas, e.g. Selection of information Training curriculum Portal design Call centre design Involvement of market players etc.

Project teamWorking group (Consultative Design Team)

Working group of industry players Include micro financiers, current providers

of BDS, service providers, internet solution designers

Implementation Test implementation concepts, e.g. Accessibility of call centre Activation of portal Accessibiltiy of portal Communication to users Training of users

Project team Implentation group

Sample group of micro financiers

Investigation Investigate success of experimentsMake improvements to design or approach

if necessaryRecommendations for additional

experiments

Project teamWorking group Implementation group

64

Approach to Tiered Rollout: Phase 1


Establish

1st tier Service Providers

Establish


Establish


ESTABLISH BDS RESOURCE CENTRE

KEY ACTIVITIES Obtain buy-in and sponsorship in the market Identify and collate key sources of information Design and develop internet portal – people, processes and technology Design and implement call center – people, processes and technology Design a performance measurement system Communication and marketing activities Training on use of the portal Prototype and test on select group of micro financiers – update design if

necessary

KEY OUTCOMES Information store containing relevant information Internet portal providing 24 hour access to information store Call center operation providing 8 – 5 access to information store

TIME REQUIRED 4 months

NOTE: activities and requirements to be confirmed during detailed programme design

65



Establish 1st tier

Service Providers

Establish


Establish


ESTABLISH 1st TIER SERVICE PROVIDERS

KEY ACTIVITIES Design operational model for SP / BDS - people, process, technology Design implementation approach Define accreditation criteria for SPs Audit and select 1st tier SPs Conduct prototype with small group of micro financiers and SPs – revisit

operational model design if required Conduct pilot – revisit implementation approach if required Roll-out to 1st tier SPs

KEY OUTCOMES Tier 1 SP operating model Network of SPs in major locations



66



Establish 1st tier

Service Providers

Establish 2nd tier

Service Providers

Establish 3rd tier

Service Providers

ESTABLISH 2nd TIER SERVICE PROVIDERS

KEY ACTIVITIES Revisit Tier 1 operational model and tailor for 2nd tier SPs Revisit implementation approach and tailor if necessary Revisit accreditation criteria for SPs and tailor if necessary Audit and select 2nd tier SPs Conduct prototype with small group of micro financiers and SPs – revisit

operational model design if required Conduct pilot – revisit implementation approach if required Roll-out to 2nd tier SPs

KEY OUTCOMES Tier 2 SP operating model Network of SPs in seconday cities



67



Establish 1st tier

Service Providers

Establish 2nd tier

Service Providers

Establish 3rd tier

Service Providers

ESTABLISH 3rd TIER SERVICE PROVIDERS

KEY ACTIVITIES Revisit Tier 1 and Tier 2 operational model and tailor for 3rd tier SPs Revisit implementation approach and tailor if necessary Revisit accreditation criteria for SPs and tailor if necessary Audit and select 3rd tier SPs Conduct prototype with small group of micro financiers and SPs – revisit

operational model design if required Conduct pilot – revisit implementation approach if required Roll-out to 3rd tier SPs

KEY OUTCOMES Tier 3 SP operating model Network of SPs in rural towns



68

Contents


2. Introduction




6. Next steps

69

Next Steps

Decide whether to pursue an end-to-end BDS solution Define business case for BDS solution

Make the “pre-project decisions” Who will be the sponsor of the project? Who will finance the project? Who will be accountable for the project? Who will be the involved parties in the BDS solution? Who will manage the various components of the BDS solution? Will current infrastructure be utilised, or will new infrastructure be

developed? Existing information and providers must be identified and assessed Launch project

Decisions whether to pursue the BDS solution will have to be made by BANKSETA Micro Finance Skills Project Steering Committee

70

Appendices

71

Appendix 1: Key Activities - BDS Design and Evaluation

BDS market assessment

Gain an understanding of existing markets

Identify weaknesses / opportunities

Understand the reasons behind the lack of demand for, or supply of, services

Identify local mechanisms of service delivery and payment

Choose the intervention strategy and instrument

Identify local institutions and networks to build upon

Determine a baseline for measuring progress in market development

Demand-side vs. supply-side interventions

Demand-side: includes information to raise MF awareness of the benefits of BDS, an incentives to utilise BDS (e.g. vouchers)

Supply-side: includes introducing new models of doing business and developing new products and services, as well as technical assistance, training and other capacity-building for BDS providers

Delivery and payment mechanisms

Flexible and innovative approaches to delivery and payment mechanisms are needed to boost demand for services

Indirect payment mechanisms for BDS are preferred (e.g. commissions, mark-ups) rather than direct fees:

– Can reduce the cash flow burden on SPs

– Allows SPs to share the risk that benefits from BDS will not occur

– Reduces admin costs for SPs

Subsidies

Long-term donor subsidies are likely to distort BDS markets and crowd out the commercial provision of services

Subsidies may be justified in the short term as an investment in the development of BDS markets

However, even temporary subsidies can create distortions, and are justified only if their market development impacts outweigh their distortionary effects

Donors must exercise care in the application and duration of subsidies

72

Appendix 1: Key Activities - BDS Design and Evaluation

Focus on technical assistance & incentives

Encourages competitive performance of new and existing BDS providers, innovations, and the development of appropriate service products

These types of interventions often require relatively less financial assistance

Selecting partner institutions

BDS must be professionally delivered

Partners must be demand-led, entrepreneurial, and be commercial market players

Partners should focus on providing superior core services, rather than diversifying too broadly

Partners should develop transactional relationships with SE clients based on payment rather than charity

Partners should develop a sound understanding of their clients’ needs as part of their business strategy

Role of BDS facilitation

Implement publicly subsidised short-term programs that should exit once the market for a certain business development service has developed

Some facilitation services (e.g., franchising, training-of-trainers) may eventually be viable on a commercial basis, and there may be scope to spin these off or stimulate local providers of these services

Performance measurement and assessment

Provides a basis for institutions to improve their services to clients

Facilitates decisions by donors on types of interventions to improve the extent and quality of the market

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