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MARKET AND INDUSTRY INFORMATION:Measuring Our Success, Gender Development

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SME Management (MGT-601)
VU
Lesson 13
This lecture is continuation of defining the issues for making a SME policy; this lecture deals with the short
and medium term issues. The vital issues of gender development and environmental protection are also
discussed in detail
MARKET AND INDUSTRY INFORMATION
Access to market and industry information is one of the keys to develop successful business strategies.
Frequently, business and trade associations are able to provide their members with such services. By
associating with like institutions in foreign countries, they are also able to establish links and obtain
information on foreign markets.
Over half of our SME belong to business and industry association. Their perceived role is limited to
lobbing and negotiation with the government. Yet very few SME (12%) perceive their associations to
be a source of information on new developments in their fields of business operation. How to increase
the service provisions by all types of stakeholders will become a fundamental issue when SME support
programs will be looking for deliver channels.
Monitoring Developments
Harmonizing Enterprise size Categories
Pakistan has no across the board legal definition of SME. This makes is extremely difficult to monitor
the development of our SME economy and to establish benchmarks against other countries in order to
devise areas of intervention and support.
Various government departments and public-sector agencies have adopted their own definitions. There
are, of course, various reasons for them to define SME, and there may even be discussion on just how a
strict and reasonable size standard could be defined.
A number of current definitions are based on capital standards since this influences the pattern of fund
raising in the formal and informal market by SME.
Many stakeholders consider enterprises with 100 or more employees as large, and enterprises with less
than 5 employees as micro. Yet our statistical system classifies enterprises with more than 10 employees
as large, and the State Bank of Pakistan considers those with more than 250 employees as large.
The reference to international practice also suggests differentiation among industrial, wholesale, and
retail10 and services related enterprises. This view also gets credence from various studies on the issue
for pakistan11. Again, this consideration is only visible in the SBP definition and missing in all others.
There are also rationales beyond the particular organizational motivations for defining specific size
classes, and it will therefore be useful for all stakeholders to review definitions on technical grounds.
For a national policy, it is extremely important to have a harmonized definition for, as it is also
important for the government to focus assistance as reasonably as possible for maximum efficiency. It
is also imperative to adopt a definition to foster the coherence of vision in the SME policy development
and for the better implementation of related support programs across institutions.
Measuring Our Success
Public sector resources are as scarce as private sector resources, and we need to ensure that they are
being used in a most efficient way so as to be able to create and maintain sustainable support structures
for SME, which are able to perform in the long run. At the same time, we, of course, seek a maximum
effectiveness of our support programs12.
As things stand, we have no mechanism in place for measuring our success. In fact, we do not even
have a criteria established by which we are able to determine our success as a nation in fostering SME
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SME Management (MGT-601)
VU
development. And we are not able to correctly state what the Government is spending on SME support
annually.
Our present "system" of support is incoherent. While division of labor with diverse stakeholders is
necessary condition for obtaining a maximum reach, it is also a perfect ground for the duplication of
activities and wastage of resources. There is no current overview of activities, and the various
stakeholders compel us to commission specific research if we seek information on the diverse
contributions.
What is at stake is that we forego the benefits of learning from one another in order to continuously
improve our support structure to meet the needs of the target group, SME.
SME as a Medium-Term Channel for Other Objectives
It is common practice in many countries to make use of SME in order to further specific development
objectives as, for example, sustainable or equitable development. After all, SME constitute the
overwhelming part of the economy. Currently, we are not making use of this channel for promoting the
development of our country. Two issues, which also relate to our competitiveness, are flagged in the
section below.
______________________________________________________________
10 -The Census for Establishments 1998 reveals that retail constitute 42.5% of total non-agriculture
establishments and employs 20% of the labor force.
11 The survey of SME for ADB study on SME Constraints report observed differences for retails
sector. It suggests that the sector is dominated by micro enterprises and there has been considerable
organizational, management and technological differences between enterprises employing 10-49
workers and those employing 50 or more workers.
12 Reminder: "Efficiency" measures inputs vs. outputs whereas "effectiveness" measures outputs vs.
objectives. Programs may be very effective and at the same time inefficient. The goal must be to seek
both effectiveness and efficiency at the same time.
Gender Development
Each of the two genders of any society constitutes roughly half of the population, and Pakistan is no
exception. People of both genders embody not only labor force, but also knowledge and creativity, which
may be mobilized, to achieve economic ends. Discarding either of the genders, therefore, implies foregoing
the potential benefits, which arise from mobilizing the respective human resources for development.
Pakistani women have been engaged in the production process for ages. Their participation in the economic
activities in the modern society has also progressed beyond agriculture into the local market economy.
Women are increasingly migrating to urban areas for employment in a range of cottage industries, such as
carpet weaving, textiles and handicrafts. In search for wage employment, women are moving into small
business and self-employment ventures thereby creating many formal and informal opportunities for work.
Women entrepreneurship in the formalized sense, however, remains a new concept. Our current strategies
also tend to focus on increasing women's participation in the labor force. The business environment for
women in Pakistan reflects a complex interplay of many factors made up of social, cultural, traditional and
religious elements. These have taken shape over many centuries; are anchored in patriarchal system and are
clearly manifested in the lower status of women. The form of constitutional structures, policy documents,
regulatory arrangements and institutional mechanisms is contemporary rather than traditional, so it is
cosmetically impartial.
Yet the gender bias is rigid and deep-rooted as it draws legitimacy from the perpetuation of a traditional
mind-set, established rituals and a firm belief system. It has conclusively been shown that women business
owners encounter more obstacles, and face more risks, financially, socially, economically, culturally and
legally than male business owners face.
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SME Management (MGT-601)
VU
The Government of Pakistan is well aware of the potential of the women in our society and the
contribution they can make towards economic development. Women are continuously being encouraged to
enter the business stream of the country and are being provided incentives. However, there still is a strong
dearth of focused initiatives that need to be taken by existing business facilitation institutions.
Environmental Issues
Environmental issues are most frequently a result of the interaction between human activities of production
and the environment. Under fierce competitive pressure in the market economy and as part of the coping
strategy when faced with difficulties to cover basic needs, enterprises and individuals are creating
environmental issues.
While certainly one of the economic root causes for environmental damages are externalities, which require
appropriate government intervention, it is frequently overlooked that there are many economic gains, which
may be achieved from producing in an environmentally friendly manner. Reducing material waste can be
one way of reducing cost. Saving resources such as water and energy does not only generate benefits at the
national level but may translate into competitiveness and thus economic gain at the enterprise level.
There is also a direct link between the effectiveness of the technology transfer and the stabilization of the
global climate change and natural resources depletion. Major constraints to effectiveness lie in the high
transaction costs associated with the development of the capacities and capabilities to manage and generate
technological change.  Developing countries enterprises thus tend to ineffectively exploit available
technology options, as well as to inefficiently utilize the transferred technologies.
Many OECD countries make use of channel of SME promotions in order to achieve improvements for the
environment. For example, special credit lines may be provided in order to encourage the adoption of
environmentally friendly technologies. Specific training courses are being offered to SME on waste
reduction. ISO 14000 is actively being promoted in the European Union as one way of combining
environmental concerns with quality and thus competitiveness. How may we best use our current and
future SME support structures in order to achieve positive effects?
Reference:
1-Gender inequalities and development in Pakistan By SHAHNAZ KAZI
2-Enviroment: Some key Controversies By Shaheen Rafi Khan and Shahrukh Rafi Khan
3-Policy issues Paper (SMEDA)
Book recommended
50 years of Pakistan's' Economy edited by Shahrukh Rafi Khan (Oxford Press)
Key terms
Gender (classification based on male, female, neuter)
Externalities (A term used in environmental studies, like a drain having polluted water from one factory
may be used by some other industry and suffer the bad effects of pollution)
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Table of Contents:
  1. THE HISTORY:Cottage Industry, CONCEPT OF SMALL BUSINESS
  2. THE RELATIONSHIP BETWEEN SMALL AND BIG BUSINESS:The SME’S in Pakistan
  3. THE ROLE OF ENTREPRENEURSHIPS IN SMEs:Focus and Perseverance Guide the Entrepreneur
  4. THE ROLE OF ENTREPRENEURSHIPS IN SMEs:Kinds of Entrepreneurs
  5. SMALL ENTREPRENEURS IN PAKISTAN:National Approaches
  6. THE DEVELOPMENT OF SMES IN PAKISTAN:The Industrial History of Pakistan
  7. GOVERNMENT’S EFFORT TOWARDS SME DEVELOPMENT:Financing Programs
  8. THIS LECTURE DEFINES THE ROLE OF NGOS AND SMEDA:Mission Statement
  9. ISSUES AND POLICY DEVELOPMENT FOR SME:Monitoring Developments
  10. ISSUES IN SME DEVELOPMENT:Business Environment, Taxation Issues
  11. LABOR ISSUES:Delivery of Assistance and Access to Resources, Finance
  12. HUMAN RESOURCE DEVELOPMENT:Market and Industry Information, Monitoring Developments
  13. MARKET AND INDUSTRY INFORMATION:Measuring Our Success, Gender Development
  14. LONG TERM ISSUES:Law and Order, Intellectual Property Rights, Infrastructure
  15. THE START UP PROCESS OF A SMALL ENTERPRISE:Steps in Innovative Process
  16. TECHNICAL FEASIBILITY:Market Feasibility, Market Testing
  17. FINANCIAL FEASIBILITY:Financial resources and other costs, Cash Flow Analysis
  18. ASSESSMENT OF PERSONAL REQUIREMENTS AND ORGANIZATIONAL CAPABILITIES:Analysis of Competition
  19. Post Operative Problems of a New Enterprise:Environmental Causes
  20. HOW TO APPROACH LENDERS:Bank’s Lending Criteria, Specific Purpose, Be Well Prepared
  21. WHAT A BANK NEEDS TO KNOW ABOUT YOU:General Credentials, Financial Situation
  22. COMMERCIAL INFORMATION:Checklist for Feasibility Study, The Market
  23. GUARANTEES OR COLLATERAL YOU CAN OFFER:Typical Collateral
  24. Aspects of Financial Management:WINNING THE CASH FLOW WAR, The Realization Concept
  25. MEANING OF WORKING CAPITAL:Gross Working Capital, Net Working Capital
  26. RECRUITMENT, SELECTION AND TRAINING:Job Description, Job Specification
  27. SELECTION AND HIRING THE RIGHT CANDIDATE:Application Blank, Orientation
  28. TRAINGING AND DEVELOPMENT:Knowledge, Methods of Training
  29. CONDITIONS THAT STIMULATE LEARNING:Limitations of Performance Appraisal, Discipline
  30. QUALITY CONTROL:Two Aspects of Quality, Manufactured Quality
  31. QUALITY CONTROL:International Quality Standards, MARKETING
  32. MARKETING:Marketing Function, MARKETING PROCESS - STEPS
  33. MARKETING:Controllable Variable, Marketing Uncontrollable, Marketing Mix
  34. MARKETING:Demerits of Product Mix, Development of new product, SMEDA
  35. ROLE OF TECHNOLOGY:Training programmes, Publications
  36. ROLE OF TECHNOLOGY:Measure to Undertake for Promoting Framework.
  37. EXPORT POTENTIAL OF SME IN DEVELOPING COUNTRIES I:Commonly Seen Assistance Programme
  38. EXPORT POTENTIAL OF SME IN DEVELOPING Countries. II:At the national level
  39. WORLD TRADE ORGANIZATION (WTO):WTO Agreements: Salient Features
  40. WTO MINISTERIAL CONFERENCES:PAKISTAN AND WTO
  41. WORLD TRADE ORGANIZATION (WTO) PAKISTAN & WTO. II:International Treaties
  42. WORLD TRADE ORGANIZATION (WTO) PAKISTAN & WTO. III:Agriculture
  43. WORLD TRADE ORGANIZATION (WTO):PAKISTAN & WTO. III
  44. WORLD TRADE ORGANIZATION (WTO):CONCLUSIONS AND RECOMMENDATIONS
  45. SUMMARY & CONCLUSIONS:Financing Tool, Financing Tool