Sustainable Microfinance - Balanced Scorecard's added value for ...

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List of Tables Table 2.1: Enterprise Category 21 Table 2.2: Business Development Service Categories 23 Table 3.1: Development of the Performance Measurement Pyramid for SB 36 Table 3.2: Performance Management Beyond the Private Sector 37 Table 3.3: Planning in the Small Business Sector 40 Table 3.4: Performance Measurement Systems and MSE 42 Table 4.1: How the sub questions will be answered 50 Table 4.2: The Interviewees 52 Table 4.3: Reliability Check 54 Table 5.1: Categories and number of mentioning’s 58 Table 5.2: How can the BSC improve the sustainability of starting entrepreneurs? 68 Table 5.3: How does the BSC need to be adjusted? 68 Table 5.4: What dimensions are relevant for starting entrepreneurs? 69 Table 5.5: How do the dimensions relate to each other in an optimal BSC? 69 Elmar Hoogendoorn >! Sustainable Microfinance
List of Abbreviations BDS Business Development Services BSC Balanced Scorecard CDFA Community Development Finance Assossiation CDFI Community Development Financial Institution CEE Central and Eastern Europe CGAP Consultative Group to Assist the Poor CPMS Comprehensive Performance Management System EIF European Investment Fund EMN European Microfinance Network GT Grounded Theory MFC Microfinance Centre MFI Microfinance Institution MF-points Microfinance-entrepreneurial-points MSE Micro and Small Entrepreneurs NGO Non-Governmental Organizations PMS Performance Measurement System SB Small Business SMART Specific Measurable Attainable Relevant and Time-bound SME Small and Medium sized Enterprises SPM Social Performance Management UN United Nations ZZP-er ‘Zelfstandinge Zonder Personeel’ Self-employed Person without Employees Elmar Hoogendoorn >#! Sustainable Microfinance
Page 1 and 2: ! ! Sustainable Microfinance Balanc
Page 3 and 4: Keywords and Abstract Sustainable M
Page 5 and 6: Condensed Table of Contents ! ! Key
Page 7 and 8: 3.3 Lessons from previously develop
Page 9: List of Figures ! Figure I-1: Thesi
Page 13 and 14: 1. Overview This chapter serves as
Page 15 and 16: In 2007, the Dutch Ministry of Econ
Page 17 and 18: collect information or seek specifi
Page 19 and 20: In some regions entrepreneurs are a
Page 21 and 22: • What different players in the D
Page 23 and 24: 2. Theory and Literature Review - M
Page 25 and 26: investors expect to gain from the f
Page 27 and 28: 2.4 Microfinance in (Western) Europ
Page 29 and 30: A MFI in the survival mode can bare
Page 31 and 32: The main factors that negatively af
Page 33 and 34: that are needed in order to transfo
Page 35 and 36: According to Lämmermann, et al. (2
Page 37 and 38: 2.5.6 Success of BDS Lämmermann, e
Page 39 and 40: The final conclusion relates to the
Page 41 and 42: Kaplan and international strategy c
Page 43 and 44: investments in learning will lead t
Page 45 and 46: • Derived from strategy; • Stim
Page 47 and 48: emaining drivers of the model are;
Page 49 and 50: Greatbanks and Tapp (2007) Manville
Page 51 and 52: that fail to effectively plan for t
Page 53 and 54: objectives (obligations) establishe
Page 55 and 56: Section II. Research Design The pre
Page 57 and 58: the use and usefulness of PMSs by s
Page 59 and 60: Figure 4.1: Step model of inductive
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4.5 Methods of Data Collection In o
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All eight groups are interesting fo
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must take into account with the rel
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Section III. Findings and Discussio
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KH VS TB RL OE MB CS AP Total App.
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street and within an area of 500 me
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A final aspect that is exceedingly
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For the model Stefano (2010) propos
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know a lot about this topic', often
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5.3 Summary Based on the empirical
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6. Discussion 6.1 Introduction This
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6.2.4. Sustainability Entrepreneur
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6.2.9. Network & Business Developme
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The discussion is ended with a fina
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• Since the development of microf
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7.2.3 The Model: ‘Equally’ Bala
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cannot be controlled by the researc
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Appendix A - Thesis Proposal Accord
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1. Abstract The Thesis Project will
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efficiency, and aggressive enforcem
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entrepreneurs, compared to the curr
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The Thesis Project has several obje
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Based on the results from the liter
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8. Table of contents Preface List o
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References Armendáriz, B. 2009, 'M
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Work program March April Week numbe
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Figure B-2 Simplified Strategy Map
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Figure B-5 Comprehensive Performanc
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Organizational Development • What
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RL start at the core; 'why do you w
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Appendix E - Social ! KH jobs creat
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Appendix F - Financial ! Liquidity
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OE through friends and family and a
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MB that has to do with you financia
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RL You can test it, by launching fo
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Appendix I - Internal Business Proc
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OE he has an advantage and should f
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Appendix L - Network ! Professional
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Appendix M - Business Development S
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Appendix N - General BSC model ! Us
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Appendix O - Relation and Link ! Eq
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Appendix P - Most Important Financi
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Appendix R - Sustainability of Micr
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Appendix S - Qredits ! KH The main
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Bibliography Affleck, A. and Mellor
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Derban, W., Binner, J. and Mullineu
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the case of the tourism industry,
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Kunc, M. (2008), 'Using systems thi
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McKinsey & Company, p. 3., Availabl
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Shrader, C.B., Mulford, C.L. and Bl
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Woodworth, W. and Woller, G. (1999)
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