BDS market development guide.pdf - PACA

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64 WHAT’S NEW IN MONITORING AND EVALUATION: WHAT IS MEASURED The key differences between the new and the old are summarized in Figure 15. This presents key indicators in relation to different levels within BDS: the market as a whole, providers, and SME consumers (its key actors) and the wider social/economic change that arises from enhanced BDS provision. 43 Figure 15: Indicators in BDS: Emerging Trends Level The Old The New The major focus. Key indicators include change in: The Market for BDS Providers of BDS SMEs— Consumers of BDS Beyond SME— Wider Social or Economic Change Not assessed Tend to focus on: • Delivery of subsidized outputs versus targets • Qualitative assessment of provider capacity • Cost recovery • Outreach • Qualitative feedback from SMEs Based on change in “bottom-line” performance: • Employment • Sales Seldom assessed Standard poverty indicators defined by the Development Assistance Committee (DAC) such as the proportion of the population living below $1 per • Market size: number of SMEs purchasing services • Volume of transactions: amount of sales by BDS providers • number of BDS providers • the proportion of potential SME market reached by a BDS Priority is: • Finance-based ratios assessing profitability • Outreach • Productivity ratios Based on SMEs’ own perceptions of BDS (more than project assisted), for example, change in: • Customer satisfaction • Customer awareness • Customer usage • Customer retention Seldom assessed directly— greater acceptance of marketbased proxies 43 Donors or facilitators, of course, may be interested in change and performance at different levels. Providers also, as well as their own performance, may benefit from knowledge of the wider market and of SME perceptions of the market. Microenterprise Best Practices Development Alternatives, Inc.
65 day income * This highlights key differences between old and new only: it is not an exhaustive list. Underpinning these differences are several factors. New Focus on the Marketplace for BDS Previously, BDS interventions focused only on developing individual organizations; the wider market was a secondary contextual consideration only. Here, market development becomes a major focus for intervention objectives and therefore for measurement. This market theme runs through all the indicators highlighted in Figure 15. Just as the main thrust of interventions should be to address market constraints, so indicators should also be marketrelated. For example: Constraint/Problem Lack of information among SMEs of available BDS Low levels of confidence and satisfaction among SMEs in available BDS Inappropriate and/or low levels of product quality among BDS providers Low levels of business skills and knowledge among providers Possible Indicator Change in proportion of SMEs aware of particular BDS and providers Change in proportion of SMEs satisfied with particular BDS Change in SME customers’ perception of quality of BDS available Change in providers’ awareness and use of new sources of technical/product information Providers—Commercial Players Means Commercially Based Indicators Previously, indicators of provider performance tended to be based on the delivery of (subsidized) outputs—for example, number of training programs and number of marketing events—with cost recovery as an afterthought. The new focus is on business and marketbased ratios that place the provider as a commercial entity in a market. Chapter Five—How do We Assess Our Performance?— Monitoring and Evaluation BDS Interventions
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BDS Market Development: A Guide for
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Alan Gibson is a co-founder of The
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ii CHAPTER FOUR HOW DO WE GET THERE
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iv Table 1 Implications of Differen
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vi How to Use This Guide: A Quick R
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2 • To address poverty, governmen
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4 • Potentially, a range of provi
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6 Figure 2: Flows of Services in th
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8 • Efficiency—The cost bases o
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10 • Advocacy: for the business c
Page 23 and 24: 13 CHAPTER TWO WHERE WE ARE NOW—A
Page 25 and 26: 15 The flow diagram of an effective
Page 27 and 28: 17 KEY CHARACTERISTICS OF EFFECTIVE
Page 29 and 30: 19 Figure 7: Quadrant of Supply-sid
Page 31 and 32: 21 • Consumers—such as female-o
Page 33 and 34: 23 WHERE SHOULD INTERVENTIONS FOCUS
Page 35 and 36: 25 Figure 10: Matching Market Analy
Page 37 and 38: 27 CHAPTER THREE WHERE DO WE WANT T
Page 39 and 40: 29 Markets are institutions. Develo
Page 41 and 42: 31 What Needs to Be Done?—Key Sup
Page 43 and 44: 33 Box 7: Key Considerations in Ass
Page 45 and 46: 35 Figure 12: Functions of the Stat
Page 47 and 48: 37 Table 2: Sustainability Framewor
Page 49 and 50: 39 CHAPTER FOUR HOW DO WE GET THERE
Page 51 and 52: 41 Figure 13: Where to Intervene to
Page 53 and 54: 43 • Consistent Policies and Appr
Page 55 and 56: 45 • Have been developed to be pe
Page 57 and 58: 47 Avoiding overloading may involve
Page 59 and 60: 49 C For new product development, a
Page 61 and 62: 51 • Precisely, what are they goi
Page 63 and 64: 53 Existing MARKET (sub-sector, ent
Page 65 and 66: 55 To Reach Female-Owned Businesses
Page 67 and 68: 57 C Informal, and C Individuals. T
Page 69 and 70: 59 The drawbacks of tender-based se
Page 71 and 72: 61 CHAPTER FIVE HOW DO WE ASSESS OU
Page 73: 63 • How well?—the quality dime
Page 77 and 78: 67 Beyond SMEs—Unchanged Indicato
Page 79 and 80: 69 Figure 16: Measurement Methods i
Page 81 and 82: 71 • Donors may be interested in
Page 83 and 84: 73 and poverty reduction? Or is the
Page 86 and 87: A-3 KEY REFERENCES Anderson, Gavin,
Page 88 and 89: A-5 Hitchins, R and Gibson, A; "The
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