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Figure 2.7: Overview of BDS (Micro-Finance Skills Project, 2002) These ! different approaches emphasize the importance of pre- and post-loan services for making effective use of microcredit and establishing a healthy and growing microenterprise. Meanwhile it has to be noted that most SB people do not conceive that they need BDS. In many situations, they use services that are informally provided for them, for example information and advice provided by relatives, friends or by media programs as well as BDS that are ‘embedded’ or ‘bundled’, that is, supplied as a by-product within other commercial relationships. Formal BDS in contrast are those provided through special arrangements, conditions or contracts between a business development agency and the owner of the business (Lämmermann et al. 2007). Figure 2.7 indicates the different BDS needs, services and providers for micro-entrepreneurs. Elmar Hoogendoorn 25 Sustainable Microfinance
2.5.6 Success of BDS Lämmermann, et al. (2007) argue that in Europe, a wide range of formal business service providers for micro- and small enterprises exists. This includes the Chambers of Commerce as well as public and semi-public business support agencies. Private, self-sustaining agencies for support services to micro- and small enterprises are much less common though. There are certainly many individual enterprises that can testify that assistance from support organisations has made a crucial difference to their business performance at significant points in their development. Assessment of the impact of such services on general economic performance at a more aggregate level is rather more difficult. There is evidence, presented in the Global Competitiveness Report (Porter et al., 2002), that factors influencing the quality of the business environment can have a greater impact on performance than is generally appreciated. Differences in the availability of business information between countries, for instance, are strongly associated with variations in per capita income (European Commission, 2001). 2.5.7 BDS Criticism There is also criticism on the current policies. Shane (2009) states that policy makers often think that creating more start-up companies will transform depressed economic regions, generate innovation, and create jobs. Shane argues that this view is flawed because he believes that the typical start-up is not innovative, creates few jobs, and generates little wealth. The vast majority of people founding new businesses aren’t entrepreneurs in the sense of people building companies that grow, generating both jobs and wealth. Rather, they are founding wage-substitution businesses that have more in common with self-employment than with the creation of high growth companies. According to Shane getting economic growth and jobs creation from entrepreneurs is not a numbers game. It is about encouraging the formation of high quality, high growth companies. Shane believes that policy makers should stop subsidizing the formation of the typical start-up and focus on the subset of businesses with growth potential. He states; ‘while government officials will not be able to, [similar to venture capitalists] ‘pick winners,’ they can identify start-ups with a low probability of generating jobs and enhancing economic growth. By eliminating incentives to create these low probability companies, policy makers can improve the average performance of new businesses’. Elmar Hoogendoorn 26 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 and 10: List of Figures ! Figure I-1: Thesi
Page 11 and 12: List of Abbreviations BDS Business
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: According to Lämmermann, et al. (2
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
Page 61 and 62: 4.5 Methods of Data Collection In o
Page 63 and 64: All eight groups are interesting fo
Page 65 and 66: must take into account with the rel
Page 67 and 68: Section III. Findings and Discussio
Page 69 and 70: KH VS TB RL OE MB CS AP Total App.
Page 71 and 72: street and within an area of 500 me
Page 73 and 74: A final aspect that is exceedingly
Page 75 and 76: For the model Stefano (2010) propos
Page 77 and 78: know a lot about this topic', often
Page 79 and 80: 5.3 Summary Based on the empirical
Page 81 and 82: 6. Discussion 6.1 Introduction This
Page 83 and 84: 6.2.4. Sustainability Entrepreneur
Page 85 and 86: 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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