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‘Everything is setup to reach the best profitability and we have very bad measurement systems to check that. One liter of oil, does that represent a cost or a benefit?’ ‘In my opinion the financial dimension should only be serving the other perspectives. I understand that it is very difficult, but you should do the output measurement in bags of potatoes or something similar. It is completely irrelevant if I have made !100.000, -‘ 6.2.11. Relation and Link See paragraph 6.2.1. 6.2.12. Most Important See paragraph 6.2.1 6.2.13. Measurement and Indicators Coming back to model and the ‘where’ question, the proposition is to focus on satisfaction. The goals and objectives have to be set by the entrepreneur during the sessions with the business advisor, since this is one of the most critical elements of the BSC and to ensure that they will be measureable. Targets can be very simple and small, for example for the entrepreneur dimension, the target can be to be able to eat, maintain the family and pay the rent or mortgage of the house (see figure 6.2). Figure 6.2: ‘Equally’ Balanced Scorecard for Micro and Small Entrepreneurs (Author) ! Elmar Hoogendoorn 75 Sustainable Microfinance
The discussion is ended with a final quote, from Boer (2010); ‘Research shows that entrepreneurs are happier than people that do not do that, as long as they have an annual turnover of around !22.000. That is just above social welfare level, it is not ridiculously high. Below that, it really depends on whether the partner makes any money’. Elmar Hoogendoorn 76 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
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collect information or seek specifi
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In some regions entrepreneurs are a
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• What different players in the D
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2. Theory and Literature Review - M
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investors expect to gain from the f
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2.4 Microfinance in (Western) Europ
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A MFI in the survival mode can bare
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The main factors that negatively af
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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 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: 6.2.9. Network & Business Developme
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
Page 119 and 120: RL start at the core; 'why do you w
Page 121 and 122: Appendix E - Social ! KH jobs creat
Page 123 and 124: Appendix F - Financial ! Liquidity
Page 125 and 126: OE through friends and family and a
Page 127 and 128: MB that has to do with you financia
Page 129 and 130: RL You can test it, by launching fo
Page 131 and 132: Appendix I - Internal Business Proc
Page 133 and 134: OE he has an advantage and should f
Page 135 and 136: 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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