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

OE you need to make it visual.
OE the people come in here with a head full of ideas, than we need to pull the wires and make them start
thinking about how they are going to realize that.
OE Strange thing of this book is that it does not have a liquidity budget included
OE The good thing about the book is that it is related to an example start up company, so people do not
need to invent the wheel again.
OE usually people get scared when they need to make a business plan.
OE 'it is more the process that you enter, than the book that you will end up with, unless you need a loan,
than you will need a decent plan'.
OE The first question does not give an answer, but causes more questions; try to put them in the correct
place. That is more important than the business plan that you’re never going to look at again.
OE They do not think about it enough.
OE Build into the model an evaluation moment for entrepreneurs to review whether they still offer what the
customers demand. If you would manage this, that would already be a big step
OE continuing market research would improve the survival rate of the small entrepreneurs. Especially the
niche is where the small entrepreneurs can jump in.
OE Action plans are always handy, matrixes are good, some drawings, but reading a book no.
OE just the big highlight, the things that are important.
OE clearly show in the model what is connected to what.
OE Make clear that when this pawn falls, somewhere else something will fall as well.
OE make this model into some kind of action plan, where we can show, if you do this than that will happen.
If you do not do this than that will happen. That will be worthwhile for an entrepreneur.
OE you could say: ‘here is the model, use it for your own company’.
OE you can demonstrate it in a morning and show what aspects come into play and how it is related and
works together
MB a lot of people that will have to think about these things, will come to a moment where they think; 'men,
I do not know how this works, or I do not want all this'.
MB When they go through these steps and realize what it all means and than still want it..., but a lot of
people will draw the conclusion that it is not for them.
CS that is quite innovative and something you can help the MF-points with.
CS the MF-points are all different. All work differently, all apples, peers, strawberries and mango's mixed
up. Who works well, who doesn't and why is that, what is behind it?
AP you measure curtain aspects of your organization, at the level of the customer, organization level and
just measure what the results are.
AP When that is higher than a curtain threshold value, a red light will turn on. Than you will look at what is
causing that? Is it an accident? Or is it something structural and what can we do about it?
AP basically it is used to translate your mission to measurable objectives and based on the results you
have a feedback loop.
AP It is really about operationalizing your mission into concrete objectives and linking those to several
indicators. The results are used to improve you internal business processes.
AP In the microfinance sector people think very heavy, weighty about it. I do not find it more than just
doing good management. You see that it becomes more important for the MFIs
AP when you see results you can have a look at what is causing that. Improving the internal processes is
what it is about.
AP When you look at the basic things starting entrepreneurs do, than he does not need such a BSC.
AP That is more for entrepreneurs that are already in business for a while and wants to consolidate their
business.
AP When you start you have a business plan and than you just need to do. An entrepreneurship is more
about doing.
AP This is more an analytical model, which has value, when your organisation is at a curtain level.
AP This model also drives on being able to get the right information from somewhere. The average
starters is already happy when he has a decent accounting system, they usually hire someone for that.
Elmar Hoogendoorn 129
Sustainable Microfinance