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5. Results 5.1 Introduction This chapter will deal with the following sub-questions: • How can the BSC improve the sustainability of starting entrepreneurs supported by pre-loan BDS? • How does the BSC need to be adjusted to be suited for the needs of these starting entrepreneurs? • What dimensions of the BSC are relevant for the starting entrepreneurs? • How do the dimensions relate to each other in an optimal BSC? These sub-questions will be addressed and later answered in chapter 7, from the perspective of the starting entrepreneur that seeks counselling through the MF- points. 5.2 The categories The main categories were identified during the literature study and served as the basis for the interview outline (see appendix C). Other categories were developed during the process of conducting the interviews. When saturation was reached about the main categories and clear patterns became clear, enough interviews were conducted. In the end sixteen categories relevant for microfinance in the Netherlands have been developed. Table 5.1 shows the categories and the number of mentions per interviewee per category. It is not possible to draw conclusion based on the number of mentions for each category, it only indicates how often it has been mentioned. No distinction has been made between whether the mention indicates the category as important or not. However it does indicate a level of significance, in order to reliably determine curtain pattern at least five respondents need to have commented on a category. Elmar Hoogendoorn 57 Sustainable Microfinance
KH VS TB RL OE MB CS AP Total App. Reason, Drive and Contribution 1 1 28 3 17 9 7 7 73 D Social 5 1 17 2 7 2 4 8 46 E Financial 6 9 27 9 16 9 4 5 85 F Sustainability Entrepreneur 0 0 4 14 4 10 11 12 55 G Customer and Market Research 5 7 9 17 18 13 11 1 81 H Internal Business Processes 1 0 3 14 10 0 0 0 28 I (Organizational) Development 7 7 3 3 13 16 6 0 55 J Learning, Growth and Employee 0 0 8 3 5 0 0 0 16 K Network 0 0 1 19 11 1 3 0 35 L Business Development Services 7 5 1 0 18 2 12 17 62 M General BSC model 4 2 14 9 17 2 2 11 61 N Relation and Link 3 7 8 3 11 3 2 1 38 O Most Important 2 1 4 0 0 4 0 6 17 P Measurement and Indicators 3 0 11 1 2 0 0 8 25 Q Sustainability of Microfinance 9 2 9 0 3 0 3 16 42 R Qredits 7 3 2 0 1 3 1 15 32 S Total 751 Table 5.1: Categories and number of mentioning’s (Author)! ! The last two categories; ‘Sustainability of Microfinance’ and ‘Qredits’ do not provide input for the development for the new model but provide information about the development of microfinance in the Netherlands as a whole. Little more can be said on the total categories as these were allocated by the researcher in order to make discussion possible, presenting the findings of each individual category is more valuable. 5.2.1. Reason, Drive and Contribution This category has been identified as the starting point for starting entrepreneurs. Before starting up a business, entrepreneurs need to think about their reason or drive to start up a business and possibly about the contribution they want to make towards the society (see appendix D). In figure 5.1 the three questions the interviewees named are visualized. All respondents agree about the importance of the ‘why’ question; what is the reason to start up the business and especially; is the business not started for the wrong reason? Reasons for people to start up a business, mentioned by the respondents are: Elmar Hoogendoorn 58 Sustainable Microfinance
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! ! Sustainable Microfinance Balanc
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Keywords and Abstract Sustainable M
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Condensed Table of Contents ! ! Key
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3.3 Lessons from previously develop
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List of Figures ! Figure I-1: Thesi
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List of Abbreviations BDS Business
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1. Overview This chapter serves as
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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
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: Section III. Findings and Discussio
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
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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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Page 89 and 90: • Since the development of microf
Page 91 and 92: 7.2.3 The Model: ‘Equally’ Bala
Page 93 and 94: cannot be controlled by the researc
Page 95 and 96: Appendix A - Thesis Proposal Accord
Page 97 and 98: 1. Abstract The Thesis Project will
Page 99 and 100: efficiency, and aggressive enforcem
Page 101 and 102: entrepreneurs, compared to the curr
Page 103 and 104: The Thesis Project has several obje
Page 105 and 106: Based on the results from the liter
Page 107 and 108: 8. Table of contents Preface List o
Page 109 and 110: References Armendáriz, B. 2009, 'M
Page 111 and 112: Work program March April Week numbe
Page 113 and 114: Figure B-2 Simplified Strategy Map
Page 115 and 116: Figure B-5 Comprehensive Performanc
Page 117 and 118: 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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