Gender Mainstreaming: The Role Entrepreneurs Can Play and Why ...

Gender Mainstreaming:
The Role Entrepreneurs Can Play and Why It is Important
Introduction
With respect to the role that entrepreneurs can play in ‘gender mainstreaming’, it is more
accurate to think in terms of ‘partnering’ and of women accessing ‘spheres of influence’.
Often women are excluded from traditional or mainstream organizations, networks, events,
business opportunities, jobs or even statistics because they are not visible, their contribution
is unknown much less unrecognized or they are simply forgotten! Sometimes, omission of
women is intentional and sometimes it is just negligence or ignorance. In simplistic terms,
think of ‘gender mainstreaming’ as just a more strategic evolution of networking.
What is Gender Mainstreaming?
‘Gender mainstreaming’ is a formally recognized, widely used and highly technical term
which can have a variety of meanings. In general, “gender mainstreaming” means that
women and men have equitable access to and benefit from society’s resources, opportunities
and rewards and equal participation in influencing what is valued, and in shaping directions
and decisions. 1 It also refers to the integration of a gender perspective or awareness into the
way in which a society or organization operates. In reference to women-owned service
businesses, “gender mainstreaming” refers to support activities that are integrated into
government and association policy and operations. All too often, initiatives to assist small
businesses focus only on businesses owned by men, and initiatives specifically to help
women are isolated from ongoing programming.
Gender mainstreaming involves the full participation of women in all aspects of life and
addresses access issues to increase women’s participation in sectors where they are
weakly represented. With respect to businesswomen, this is often in the area of export,
international trade and trade missions. At the core of “gender mainstreaming” is a
commitment to change attitudes so that women and men are equal participants in any
initiatives for the private sector and to adopt gender-sensitive indicators for the purpose of
ongoing monitoring and evaluation of gender mainstreaming.
One of the most important principles to remember when discussing gender mainstreaming
and developing a strategy to integrate businesswomen into main stream networks, is that it
should never be confrontational. The idea is not an ‘either / or’ situation but to realize that
what is good for women in business is good for all business and that by working together
equally with businessmen and having the same opportunities, then the economy, business
and development will be better for all.
1 Gibb, Heather, Gender Mainstreaming Good Practices from the Asia Pacific Region, The North-South Institute, 2001
54-56 rue de Montbrillant Postal address: Palais des Nations Telephone: +41 22 730 01 11 E-mail: itcreg@intracen.org
CH-1202 Geneva, Switzerland CH-1211 Geneva 10, Switzerland Fax: +41 22 733 44 39 Internet: http://www.intracen.org

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Why is Gender Mainstreaming Important?
For women to grow their businesses and expand in an increasingly competitive world, they
have to have equal access to the opportunities, support and benefits that male owned
businesses have. While women focused business associations and networks can be very
helpful and supportive to women owned service businesses and women often start their
businesses by providing services to other women owned businesses, it is crucial that
women become integrated into the Chambers of Commerce, professional networks,
associations, trade initiatives and trade opportunities that men have access to. Being
recommended by male colleagues or being active in ‘mainstream’ networks can
automatically increase the credibility of women owned service businesses and broaden
their markets.
When women entrepreneurs are included in mainstream fora, chambers, discussions and
networks, and research, they have a profound influence in a variety of ways. Participation
brings increased awareness of the role and success of women. It increases the visibility of
women and increases the potential for more business and growth. Participation of women
entrepreneurs can influence the way new policy is made and alter government programs
so that they do not exclude or hinder women entrepreneurs. Discussions at conferences
take on a different tone and become more relevant to the needs of women entrepreneurs.
Women are interesting! Their businesses are interesting. Why exclude willing players
who want to make a positive contribution? It is just more fun to have women involved!
Recognizing the Barriers
Barriers to women and their participation exist in a variety of ways: formal or implied.
Typically, women entrepreneurs are excluded from mainstream networks, trade missions,
conferences, associations, chambers and business development initiatives for economic
reasons – the price is just to high to participate! The cost of joining or participating in
events is often beyond what most small (hence women owned) businesses can afford.
Even when women are willing to pay the entry price, they may deem that there are better
uses of their money with a better return on their investments. The ‘culture’ of established
networks can be intimidating and uninviting to women. Timing and venues of events may
be inconvenient for women with families
The Role That Women Entrepreneurs Can Play
Entrepreneurs can play a unique role in breaking down the barriers to women and increasing
the full participation of women in business. By nature, entrepreneurs are innovative and
innovators who are risk takers! They are leaders who are in a unique position to lead by
example. Entrepreneurs are creative and want to do business! They do not have to be
bound by traditional rules but can make their own as they go along – entrepreneurs can
create a whole new way of doing business! The most important thing that they can do is get
involved. Become visible. Whether this is through networking or networks, the more visible
and involved women are, the higher the potential to be ‘invited’ to participate in mainstream
fora. Networking with men in positions of influence can be very effective, Leading women
entrepreneurs can play a vital role in breaking down barriers for women who are not as
visible – indeed they have a responsibility to speak for those who can not speak for
themselves and to assist in accessing opportunities for more women. In order for women to
break out of the cycle of small, local businesses, they have to have access to ‘the larger

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market’ and this can be through chambers, conferences, trade missions, trade associations
and businesses that have traditionally been more open to men.
Large companies have a role to play in opening opportunities for women entrepreneurs as
well. Women entrepreneurs are not only suppliers of goods and services, but we are also
users of goods and services. We purchase raw materials, we bank at financial institutions,
we use telephones, computers, couriers, office supplies, professional advisers – all the
goods and services that any business uses. Individually our businesses may be small at
the moment, but collectively we represent a very large and growing market.
Who to ‘target’ – Spheres of Influence, Decision Makers, Potential
Champions
Look around to see who the leaders are: who do you want to target? Everyone knows
who they are: the spheres of influence, the decision makers, the networks, but most of all,
who can you enlist to be ‘champions’ for women entrepreneurs. Champions are found
when you least expect it: other successful women, politicians, civil servants, high profile
men, business people and they exist in the:
v Public sector
v Private sector
v Associations and networks
How To Do It – Get Involved
Gender mainstreaming in the context of businesswomen is all about inclusion and
recognition. The best way to achieve this is to just get involved. The following are some
general guidelines that are helpful:
‣ Identify issues and why - what is it that you want to be included in and why
aren’t women included? Often this is for economic reasons – if so, look for
alternative. For example if it is too costly for women to join chambers or
organizations then look for alternatives such as a woman representative or
having an associate relationship through another organization such as a
women’s organizations. If the conferences are too expensive to attend, then
nominate women as speakers or even volunteers to assist in organizing,
providing services or participation in promotion – the key is to get included and
get in the door;
‣ Define desired outcomes – before you start, determine what is your desired
outcome – is it women on trade missions, more women members, more women
speakers, better policy for women, - determine the desired outcomes and be
strategic in achieving them;
‣ Show how the objectives will provide benefits for women – often the benefits to
women are not instant or obvious so show how women can benefit from a more
inclusive business community;
‣ Show how the participation of women can be sought – as in the model illustrated
below, it may be necessary to actually show how women can be identified and
solicited – when women are not part of the formal sector or business community,
it is too easy to assume that they do not exist, or are not interested - therefore
women have to be active in identifying each other;

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‣ Provide a brief description of the way in which women can participate and add
value – this may be obvious to women but not so obvious to the mainstream –
when women try to change the status quo or become included, it can be
threatening or deemed confrontational – this is to no-one’s advantage. By being
strategic and showing how women can participate and the added value of
participation, we create a scenario where everyone can win;
‣ Get women be involved in decision making capacities – ultimately women want
to be involved at the decision making level, especially in advocacy or when
influencing policy. Women’s life and business experiences differ from men’s so
their view will be different and needs to be represented;
‣ Gather information on potential ‘partners’ – make sure that the partnering is
logical and both will benefit. Resources are limited so strategic planning is key
to success;
‣ Do research and be well prepared. Know about the public sector or the private
company or the network or association. Do your homework;
‣ Develop/analyze options – partnering and penetrating into the mainstream
business world will not happen overnight so women should have other options
such as continued working together and development of their own networks and
businesses to increase their own visibility and success;
‣ Make recommendations in a constructive way on how to include more women;
‣ Communicate plans, business information, opportunities, research, promotion,
successes of women entrepreneurs;
‣ Evaluate how successful the initiatives to include women are? If they are not
working or are not having any success, then evaluate why. Timing is critical and
giving time is critical. Perhaps methods or champions have to be amended;
‣ Do not act in a threatening way – no one likes confrontation and no one likes to
feel as if something (especially women!) are being forced on them;
‣ Start at the top – this may sound elitist but leaders will bring along others and
help elevate all women – pick the champions wisely!
‣ Publicize success of women - through awards and recognition such as:
• Women Inventors and Innovators Awards
• Women Entrepreneur of the Year Awards
• Women of Achievement
• Public Sector – government recognition programs
• Private Sector – privately sponsored programs
• Associations and networks – create recognition
• Ensure that women are nominated for all awards

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Women’s Trade Mission Model
In 1997, the Government of Canada organized the first businesswomen’s trade mission to
the United States. This was developed by the collaborative efforts of the public sector
(government – the Department of Foreign Affairs and International Trade, Industry
Canada, Export Development Canada, Business Development Bank of Canada) and the
private sector (Royal Bank of Canada, General Motors Canada, IBM, Hodgson Russ law
firm) and NGO’s (the Certified General Accountants Association of Canada, the
Foundation of Canadian Women Entrepreneurs and the National Association of Women
Business Owners in the United States). This trade mission was brought about as a direct
result of ‘champions’ in both the private and public sector who recognized that the
participation of businesswomen in trade missions was dismally low. The government of
Canada assumed (incorrectly) that women were not interested in expanding internationally
or doing business internationally or that their businesses were too small. The reality was
that most women were never invited to participate on trade missions or new little if
anything about the opportunities of doing business with Canada’s greatest trading partner!
When the government actively made an effort to identify potential participants and sought
out the participation of women through a variety of contacts, associations, marketing and
referrals and the assistance of the private sector, they were overwhelmed. Hundreds of
women made enquiries, several hundred applied and finally, more than 100 Canadian
businesswomen participated in this groundbreaking event.
The public and private sector together with two NGO’s collaborated to ensure a highly
successful event. That trade mission, led by Canada’s then Minister for International
Trade, the Honourable Sergio Marchi and hosted by Canada’s then Ambassador to the
United States, His Excellency Raymond Chrétien, resulted in more than $30 million of joint
partnerships and new business signed during the mission. A high profile media campaign
was enacted and for the first time, women entrepreneurs engaged in roundtable
discussions directly with the Minister. Business matching was organized and training
workshops took place. The women involved had businesses which ranged from micro to
large. Individually they employed from one to several hundred people, but when
collectively these 100 women employed more than 8,000 people directly and 40,000
indirectly and were responsible for more than $400 million in revenue (and they all voted!)
At these figures, the Minister and the rest of the government and private sector began to
listen. This model has been copied many times since. The objectives from the outset
were not to exclude women from main stream trade missions but rather to do the following:
include women entrepreneurs in international trade; show that there are women interested
in expanding internationally; help educate women about doing business internationally in
an environment that they were comfortable in; increase the participation of women in
mainstream trade missions; and raise the overall profile of women entrepreneurs in
Canada. By all accounts this mission was a success. No one in Canada today says that
women entrepreneurs are not making a difference!
Conclusion and Final Tips
‣ Become aware of your community’s opportunities and protocol for inclusiveness.
‣ Communicate with other organizations and learn about their interests and work
towards building a coalition with them to achieve a greater visibility.
‣ Make the female voice one of solutions not of complaints; focus on and find
solutions that are responsive to real needs and be positive.

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‣ Learn to use the media – keep in mind that you gain more through cooperating
with the media than by trying to challenge them; use the media to reach decision
makers and celebrate success.
‣ When developing a strategy, it is good to ask, what different results in impact or
opportunity will this initiative have, respectively on men and women.
‣ Setting targets for women’s participation is effective.
‣ Lead by example.