ENGENDERING GROWTH: CULTIVATING THE ECOSYSTEM OF SUPPORT FOR WOMEN BUSINESS OWNERS
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ENGENDERING GROWTH: CULTIVATING THE ECOSYSTEM OF SUPPORT FOR WOMEN BUSINESS OWNERS
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Acknowledgements This report is the result of a truly collaborative process and Vital Voices would like to take this opportunity to thank all the individuals and organizations who
have contributed to this endeavor.
OUR GRATITUDE GOES TO VITAL VOICES’ PARTNER, THE EXXONMOBIL FOUNDATION, FOR ITS COMMITMENT TO INCREASING
WOMEN’S ECONOMIC EMPOWERMENT AND GENEROUS SUPPORT FOR THIS REPORT.
Without the cooperation of businesswomen’s associations, this report would not be possible. The continued support and engagement of the following
businesswomen’s associations was critical to this project’s success:
• AssociationdesAlgériennesManagersetEntrepreneurs(AME)(Algeria)
• AssociationdesFemmesChefsd’EntreprisesduMaroc(AFEM)(Morocco)
• AssociationforWomen’sTotalAdvancement&Development(AWTAD)(Egypt)
• BahrainBusinesswomen’sSociety(BBS)(Bahrain)
• Businesswomen’sAssociationofSouthAfrica(BWASA)(SouthAfrica)
• Business&ProfessionalWomen-Amman(BPW-A)(Jordan)
• BusinessWomenForum-Palestine(BWF)(Palestine)
• ChambreNationaledesFemmesChefsD’Entreprises(CNFCE)(Tunisia)
• DubaiBusinesswomen’sCouncil(DBWC)(UnitedArabEmirates)
• KenyaAssociationofWomenBusinessOwners(KAWBO)(Kenya)
• LebaneseLeagueforWomeninBusiness(LLWB)(Lebanon)
• QatariBusinesswomenAssociation(QBWA)(Qatar)
• UgandaWomenEntrepreneursAssociationLtd.(UWEAL)(Uganda)
• VocesVitalesArgentina(Argentina)
• VocesVitalesElSalvador(ElSalvador)
• VocesVitalesNicaragua(Nicaragua)
• WomeninManagement,BusinessandPublicService-Nigeria(WIMBIZ)(Nigeria)
Wewouldalsoliketothankanumberofindividualsandcompanieswhocontributedtotheecosystemmappingprocessincluding:AfricanAuroraBusiness
Network(AABN),DanaBaki,DorothyTuma,STRATEGIES!ConsultingFirm,andYvonneFinch.
Finally,wesincerelythankVitalVoicesstaff,QuantumLeapsandClaytonJohnsonfortheircontributionoftimeandexpertisetowritingthisreport.Wealsothank
allreviewersandcontributorsforlendingtheirexpertisetothiseffort.Itisonlythroughthisglobal,collaborativeprocessthatthisreportwasmadepossible.
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tABle oF contentsSECTION 1 – INTRODUCTION 3
SECTION 2 – METHODOLOGy 6
SECTION 3 – SUMMARy OF NEEDS OF WOMEN BUSINESS OWNERS 8
SECTION 4 – OPPORTUNITIES FOR ACTION 14
SECTION 5 – CONCLUSION - THE POWER OF PARTNERSHIPS 24
ENDNOTES 26
Vital Voices invests in women business owners who are leaders not only in their local economies but more broadly, in their communities. With a robust ecosystem of support in which diverse stakeholders all play a part, women business owners are better positioned for success. As their businesses grow, they lift society with them, generating employment, collaboration, and greater opportunity.
– Alyse NelsoN CEO, Vital VOiCEs GlOBal PaRtNERsHiP
ENGENDERINGGROWTh:CULTIVATING THE ECOSySTEM OF SUPPORT FOR WOMEN BUSINESS OWNERS2
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THIS REPORT IS A CALL TO ACTION TO SPARk COLLABORATION
-TODEVELOPGLOBALANDREGIONALTEAMSOFPOWERFUL
PARTNERSCOMBINEDWIThLOCALExPERTSWhOARECOMMITTED
TOCOLLABORATINGANDTAKINGACTIONTOACCELERATE
WOMEN’SBUSINESSGROWTh.
INTRODUCTION
Women’s enterprise development combines two core developmental themes that are increasingly central to the global socioeconomic outlook – small and medium enterprises(SMEs)andinclusivegrowth.TheroleoftheSMEsectorincreatingjobs,reducingpovertyandfostering economic health is increasingly recognized, given its role as a dominant employment engine and acatalystforgrowth.Meanwhile,bycreatingbroad,inclusive growth, which includes women, there is benefit to employees, families, and society as a whole.
Whilemanygapsinknowledgestillexist,awidearrayof regional research has been conducted over the past decadeandahalfonthesubjectofwomen-ownedbusinesses. These studies often illustrate both the growingimportanceofwomen-ownedbusinesseswithinnational economies, as well as disparities in their situation whencomparedtomale-ownedfirms.Asof2011,thedevelopingworldhadbetween8.4and10.5millionformalsector businesses with at least partial female ownership, thoughthisvariedbetween8-47%ofthetotalenterprisesbyregion.TheGlobalEntrepreneurshipMonitorstatesthatan“estimated126millionwomenwerestartingorrunningnewbusinessesin67economiesaroundthe
world,” though only seven of those economies were found tohaveapproximatelyequalentrepreneurialactivityrates between men and women, with disproportionately low percentages of women running mature businesses acrossmostregions.Ensuringthatthefemaletalentpool contributes fully to national economic growth has recently become a priority for global leaders within both the public and private sectors.
There are a number of organizations, institutions and programs that seek to address the needs of women business owners around the world. Governmentsdetermine the regulatory environment in which women operate and can remove legal barriers that impede thegrowthofwomen-ownedbusinesses.Educationalinstitutions and universities may provide critical adult education that furthers the continuing skill development ofbusinessowners. Specializedorganizations andprograms may provide access to trade opportunities. Financialinstitutionsprovidefundingthatfuelsthegrowthof businesses, while professional networks offer greater opportunity and access to new business connections.
ENGENDERINGGROWTh:CULTIVATING THE ECOSySTEM OF SUPPORT FOR WOMEN BUSINESS OWNERS 3
GROWINGABUSINESSISNOTMERELYA
FUNCTIONOFANINDIVIDUALBUSINESS
OWNER’SLEADERShIPANDBUSINESS
SKILLS–ThEENVIRONMENTOR
“ECOSYSTEM”INWhIChANENTERPRISE
ExISTSISALSOCRITICALFORSUCCESS.
ThEECOSYSTEMOFSUPPORTFORWOMEN
BUSINESSOWNERSREFERSTOThE
ExISTENCEOFANDACCESSTOPARTNER
ENTITIESThATARECONDUCIVETOThE
SUCCESSOFWOMEN-OWNEDBUSINESSES.
Diversestakeholdersincludinggovernments,universities,theprivatesector,commercialbanks,investors,non-profitorganizations(alsoreferredtoasNGOs,ornon-governmentalorganizations),businessassociations,andothers all influence the growth of women’s enterprises. TheWorldEconomicForumandtheForumforYoungGlobalLeadershavesaid,“Whatwehavelearnedfromentrepreneurs is that their own hard work is not enough. They need to be part of an ecosystem in which they receive the support they need – personal, cultural and financial.”Owningandgrowingabusinessistoughworkon its own, which is why a supportive environment is crucial to further success. With better support, women business owners can contribute even more to growing economies around the world.
Understandingtheenvironmentofsupportforwomenbusiness owners is critical to ensuring that all ecosystem stakeholders’ efforts are effective. While many mapping effortsofthisecosystemdoexist,theyareoftenspecificto the policy or regulatory environment that affects businessowners.Mappingeffortsmayalsoconcentrateonaparticularsectororsupplychainoronexportpreparedness.Insupportofamoreholisticapproachto the mapping effort, Vital Voices has conducted its first – and the first of its kind – ecosystem mapping with partner businesswomen’s associations from the perspective of those associations.
Businesswomen’sassociations(BWAs)areanintegralpartof this ecosystem, serving as critical intermediaries in
thedevelopmentofwomen’senterprises.BWAsprovidenetworking opportunities while often offering mentoring, counseling, and training services. They also play a role in creating an enabling environment for women business owners, leading policy advocacy and influencing decision makers to take into account the impact of policies on women business owners.
Vital Voices is well positioned to map this ecosystem, given its mission to empower women economically and its work with a dynamic group of businesswomen’s associations inLatinAmericaandtheCaribbean(LAC),theMiddleEastandNorthAfrica(MENA),andSubSaharanAfrica(SSA).VitalVoicesinvestsinwomenbusinessleaderstogrow their businesses, improve the enabling environment for women business owners, and increase their impact on their societies.
Vital Voices and its partner associations have mapped the ecosystem of support that is currently available for women-ownedbusinessesfromtheperspectiveofBWAsin21countries.Throughthisprocess,VitalVoicesandbusinesswomen’s associations identified strengths, gaps, and opportunities for action to support women business ownersthatexistattheregional,country,andgloballevels.DrawingfromVitalVoices’partnershipwiththeseBWAsinLatinAmerica,theMiddleEastandNorthAfrica,andSub-SaharanAfrica,includinganecosystemmappingexerciseandmembersurvey,EnGenderingGrowth:CultivatingtheEcosystemofSupportforWomenBusinessOwnersidentifiesspecificareasinwhichecosystem
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ENGENDERINGGROWTh:CULTIVATING THE ECOSySTEM OF SUPPORT FOR WOMEN BUSINESS OWNERS4
actors may support women business owners. This reportprovidesactionablecontextandguidance–aroadmap – for organizations that aspire to greater global leadership and impact within the women’s economic empowerment space. This enables stakeholders from across the ecosystem – governments, development agencies, international institutions, corporations, financial institutionsandinvestors,andNGOs–tostructurepoliciesanddevelopinterventionsinastrategic,non-duplicative manner, rather than continually having to “reinvent the wheel.” This report encourages ecosystem actorstoexplorenewandinnovativepartnershipswhilealso considering additional stakeholders to bring to the table and include in strategic investment decisions. Byleveragingpowerfulpartnershipsthroughouttheecosystem at the regional, national, and global levels, businesswomen’s associations and the women they represent can help spur economic growth, create jobs, and drive transformational change around the globe.
Theseinterventionstosupportthegrowthofwomen-owned businesses could be designed to be mutually reinforcing, while also building the local institutions, systems and infrastructure needed to make measurable progressovertime.Byembracingacommonvision,leveraging the strengths of those interested in supporting women’s economic empowerment, and working together to reduce the duplication of efforts, ecosystem stakeholders have the opportunity to create fundamental changeoverthenext10yearstoengendergrowthandaccelerate women’s business growth globally.
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Antonia Rodriguez Medrano of Bolivia networks with a local Mexican woman business owner at the WVEFII in November 2012; Jennifer Mulli, Kenya, WVEFII and AWEP participant
FROM LEFT:
Ecosystem mapping is an essential tool to link all stakeholders and streamline efforts in order to smooth out decision-making processes. This will be reflected in flourishing entrepreneurs and an improved economy.
– HudA RAdHi BaHRaiN BusiNEsswOmEN’s sOCiEty
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METHODOLOGy
ECOSySTEM SURVEy
Vital Voices has mapped the ecosystem of support for women business owners from the perspective of businesswomen’sassociations.Whilenotexhaustiveofall potential actors, adopting this methodology allows for more sustainable development of local ecosystems, utilizingacriticalexistingsourceofsupportforwomenbusinessowners.Thisreportisthusbasedonayear-longmapping and analysis process with local businesswomen’s associations.
Inordertogainacomprehensiveperspectiveontheecosystem of support for women business owners, each businesswomen’s association conducted a detailed survey that analyzed their organizational partnerships. This iterative process encouraged the staff and leadership of the businesswomen’s associations to catalog their current, past, and potential partners in a variety of ecosystem stakeholder categories, ranging from organizations that provide business training or mentoring to government orcorporatepartners.Inaddition,businesswomen’sassociationswerepromptedtoidentifyandexplorerelationships with other organizations with which no previousrelationshipexisted.
Thisinformationwasgatheredfor21countries.VitalVoices staff members and advisors then synthesized these findings, prioritized the strengths of each country and regional ecosystem, and identified gaps and potential regional and global partnerships that could bring high value to businesswomen’s associations and theirmembers.Allofthesematerialsweresubsequentlyanalyzed and incorporated into this global report.
This ecosystem survey and the analysis of its findings havelimitations.Mostimportantly,theanalysisincludedin this report is only as strong as the information provided by the partner association through the survey process. Thesesurveysarenotexhaustiveofallservicesavailablein a given country or city; however, they do represent the ecosystem of support to which partner associations’ have access.Inaddition,throughthisfirstecosystemsurvey,Vital Voices learned of ways to improve the survey’s compositionandorganization.Forexample,surveycategoriesmixedbothtypeofactoralongwithtypeofserviceprovided.Wheregapsexistedintheinformationprovided,VitalVoicesstafffollowedupwithBWAsandthis report draws on those individual consultations along with best practices to position recommendations.
Working on the ecosystem map took me out of my comfort zone where I work with those I know about! I definitely learned more about what other organizations are doing and realized that ecosystem mapping is an essential tool for all organizations working for women, because only then, we can collaborate and save a lot of time and effort.
– JiskAlA kHAlAyli QataRi BusiNEsswOmEN’s assOCiatiON
ENGENDERINGGROWTh:CULTIVATING THE ECOSySTEM OF SUPPORT FOR WOMEN BUSINESS OWNERS6
NETWORk MEMBER SURVEy
Inaddition,thefindingsoftheecosystemsurveywereanalyzed in conjunction with findings from a survey ofbusinesswomen’sassociationmembers.Betweentheyearsof2012and2013,VitalVoicesdesignedanddistributedsurveystotwelveBWAspartneredwithVitalVoices.Thepurposeofthese“NetworkMemberSurveys”was to learn more about the profile, occupation and businessesoftheBWAmembers,inordertoimprovetheprogramsandservicesprovidedbytheBWAs.TheBWAsthatparticipatedintheNetworkMemberSurveywere asked to survey the largest of ten percent of their membership or fifty members.
FromtheMiddleEastandNorthAfrica(MENA)region,BWAsdistributedNetworkMemberSurveysbetweenthemonthsofNovember2012andMarch2013.SurveysweretranslatedintoArabicorFrenchwhennecessary.Somesurveyswerecollectedinpersonbyassociationstafforbycontractedcallcenterstaff.FromtheLatinAmericaregion,BWAsdistributedNetworkMemberSurveysbetweenthemonthsofMayandJune2013.ThesurveywasdesignedinEnglishandtranslatedintoSpanish.ThesurveywasdistributedbytheBWAsthroughtheonlinesurveysoftware.Finally,fromtheSub-SaharanAfrica(SSA)region,BWAsdistributedNetworkMemberSurveysbetweenthemonthsofAprilandJune2013.ThesurveywasdesignedinEnglishanddistributedonline,byphone,andinpersonbystaffoftheBWAs.
There are limitations that must be considered when analyzingtheresultsoftheNetworkMemberSurvey.First,thissurveywasdesignedtoexplorethemembershipofpartnerBWAsandthus,surveyswereimplementedindirectlyandnon-standardized.ThoughVitalVoicesdidnot control the distribution and collection of data, there were commonalities across regions in implementation andresultsofthesurvey.Inaddition,alowresponserate in the total number of surveys collected needs tobeconsideredinanalyzingtheinformation.Fromapopulationofapproximately6,922membersofthetwelveBWAssurveyed,335surveyswerecompleted.Ofthese335BWAmemberswhoresponded,53.43percentwerefromLatinAmerica,31.64percentfromMENAand14.93percentfromSub-SaharanAfrica.VitalVoicesisstillin the process of improving the surveys to standardize thecontentandcollectionoftheregionalquestionnaires.
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Maria Eugenia Flores, member of Voces Vitales El Salvador, at the WVEFII and Mexico BWN Launch
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SUMMARYOF NEEDS OF WOMEN BUSINESS OWNERS
The state of women’s enterprise development varies by geography, with different patterns present within the LAC,MENAandSSAregions.Understandingspecificregional challenges is an essential element in knowing howtoovercomethem.Nevertheless,somecommonthemesandquantifiabledisparitiesinwomen-ownedbusinesses were present across all three regions in which Vital Voices and partners mapped the ecosystem of support. The below information includes a general overviewfromexistingliteratureinadditiontotheresultsoftheNetworkMemberSurveys.
Ingeneral,womenrepresentadisproportionatelysmallerpercentage of business owners at the global level than do men,buttheextentoftheimbalancevariesconsiderably.While women make up a minority of business owners withintheregionscoveredinthismappingproject,LACandSSAhavehighlevelsofoverallfemaleownershipwhencomparedwiththeglobalaverage.Conversely,MENAhasthelowestfemaleentrepreneurialparticipationrates globally.
AccordingtothedatacollectedintheNetworkMemberSurvey,approximately57.58percentofBWAmembersreported to own a business. The remaining respondents
represented either professional employee members or student members of the businesswomen’s’ associations. Atthetimeofthesurvey,63percentofwomensurveyedwerebetweenof36and55yearsoldineachregion,followedby20percentofrespondentswhowerebetweentheagesof26and35yearsold.
Overall,BWAsurveyrespondentswhoownabusinessprimarilyoperateintheformalsector.Almost66.85percent of them have a formally registered business. Despitethis,therearestillasignificantnumberofBWAbusiness owners who have not yet taken steps to formalize theirbusiness.Inthiscase,23.76percentofoursampleisstilloperatingintheinformalsector.Forexample,82%ofrespondentsinLatinAmericaand73%ofrespondentsinMENAoperateformalbusinesses.
Women-ownedbusinessestendtobeconcentratedintheless profitable sectors of the economy, such as enterprises thatrequirelowerlevelsofcapitalinvestmentandthathave low value added per unit of labor input. These twin tendenciestypicallyresultinlowerprofitability.MENAisthestrongestcontrarycase,however,asGEMandtheWorldBankreportasomewhatmorebalancedsectoraldisparitybetweenmaleandfemale-headedfirms.
The Ecosystem Mapping is a very practical and clarifying tool that women can use to know who to contact in case of need of professional support to develop their businesses. It is also an excellent document to help them realize that they have a really comprehensive network of support in different fields and that they can ask for help far beyond family and friends.
– VOCEs VitalEs aRGENtiNa
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TABLE 2.1. LAC ECONOMIC SNAPSHOT
OVERVIEW
2012LACGDP(DevelopingOnly):$5.348
TrillionUSD
2012LACGrossNationalIncome(GNI)Per
Capita:$9,025USD
FemaleLaborForceParticipationRate,%
Ages15andolder:53%(2010)
MaleLaborForceParticipationRate,%Ages
15andolder:80%(2010)
GENERAL
WOMEN’S
BUSINESS
OWNERSHIP
The percentage of women business owners
withinLACisfairlyrobustinboththeformal
and informal sectors:
• Approximately44%ofLACbusiness
owners are women.
• Between35-42%offormalSMEsin
theLACregionhave1ormorefemale
principalownerswithbetween1.2and
1.4millionsuchenterprisesintotal.
WOMEN-
OWNED
BUSINESSES
By SECTOR
“While male firms are distributed among
avarietyof7aggregatedsectors,female
businesses operate mainly in trade, services,
and manufacturing, with a significant
concentration in commerce.”
71%offirmswithwomenownership
representation are in consumer services.
WOMEN-
OWNED
BUSINESSES
By FIRM
SIzE
“The percentage of female firm owners
ishighestamongfirmswithlessthan5
employees.Asfirmsizeincreases,the
percentage of female business owners drops
inall[LAC]countries.Womenmakeup
only18-31percentoffirmownershaving5
to10employees.Firmswithmorethan11
employees have the lowest percentage of
femaleowners,rangingfrom29percentto12
percent.”
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ENGENDERINGGROWTh:CULTIVATING THE ECOSySTEM OF SUPPORT FOR WOMEN BUSINESS OWNERS 9
INDUSTRIES REPRESENTED
22.02%
16.51%
15.29%
11.93%
7.34%
6.73%
4.89%
4.59%
3.67%
2.75%
2.14%
.61%
.61%
.31%
.31%
.31% FISHING
MINING
ELECTRICITy, GAS, AND OIL
TECHNOLOGy
PUBLIC SERVICES
CONSTRUCTION
BUSINESS ACTIVITIES
TRANSPORT AND COMMUNICATIONS
EDUCATION
HEALTH AND SOCIAL WORk
WHOLESALE/RETAIL TRADE
AGRICULTURE
OTHER
RESTAURANTS AND TOURISM
OTHER COMMUNITy, SOCIAL, AND PERSONAL SERVICES
MANUFACTURING
Withrespecttoindustry,BWAmembersreporttoownbusinesses mostly related to the sectors of manufacturing (22.02percent),restaurants,andtourism(15.29percent).Amongthetypesofactivitiesinmanufacturing,thereareanumberofwomen-ownedbusinessesthatfocusonthe production of cosmetics, garments, handcrafts, and textiles.Intherestaurantandtourismindustry,women-owned businesses are focused on the production of food and beverage, as well as services related to food, recreation,travelandtourism.Thenextbigcategoriesareothercommunity,socialandpersonalservices(16.51),andagriculture(7.34percent).Ingeneral,mostoftheseactivitiessharethecommonalityofrequiringanintenseuseoflabor,whilethecapitalrequirementsarenotnecessarily as high. This contrasts with sectors such as mining and technology which are more capital intensive.
These trends are also consistent at the regional level where manufacturing is the most active sector among thethreeregionswith17.19percentinSSA,20.49percentinLatinAmericaand32.76percentintheMENAregion.Manufacturingisimmediatelyfollowedbythecategoryof other community, social and personal services with 15.63percentinSSA,14.63percentinLatinAmericaand24.14percentinMENA.
Another common findingacrossmost countries isbusiness size: the larger the scale of the enterprise, the lower the percentage of firms with female ownership represented.MENAisagaintheloneexceptionhere.While female entrepreneurial participation rates are lower than the two other regions profiled in this report, anumberofwomen-ownedSMEsinMENAhavebeenable to scale up into larger, mature firms. This may be duetotheprevalenceoffamily-ownedbusinessesintheMENAregion.
InVitalVoicesNetworkMemberSurvey,businesssizewas measured in terms of employment, showing that 70percentofBWAmembersownabusinesswith0to9permanentemployees.Infact,thegreatestproportionofwomeninoursample(54.29percent)employ0to5permanent employees. That is, the firms are formed by the entrepreneur and a few other people dedicated to supportheractivities.Thesamplealsoshowsthat25percent of the respondents own enterprises that employ 10to49permanentemployees.Itiswellknownthatsmall businesses are critical for job creation and income generation for low income groups.
Amira Hamdad, Algerian business owner, makes a new business connection at the MENA BWN Forum
ENGENDERINGGROWTh:CULTIVATING THE ECOSySTEM OF SUPPORT FOR WOMEN BUSINESS OWNERS10
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TABLE 2.2. MENA ECONOMIC SNAPSHOT
OVERVIEW
2012MENAGDP(DevelopingOnly):$1.54TrillionUSD
2012GNIPerCapita:$3,454USD
FemaleLaborForceParticipationRate,%Ages15andolder:20%(2010)
MaleLaborForceParticipationRate,%Ages15andolder:72%(2010)
GENERAL WOMEN’S BUSINESS
OWNERSHIP
MENAshowsthegreatestgenderdisparity,wheremaletotalentrepreneurialactivityrates
are three and a half times that of females.
• Approximately22%ofMENA’stotalbusinessownersarewomen.
• Between12-15%offormalSMEsintheMENAregionhave1ormorefemale
principalownerswithbetween1.2and1.4millionsuchenterprisesintotal.
• Withintheformalsector,just13%ofMENA’sfirmshaveawomanastheprincipal
owner.
WOMEN-OWNED BUSINESSES By
SECTOR
BothGEMandtheWorldBankreportlesssectoralconcentrationforMENA’swomenowned
businesses compared with the other two regions studied:
“Thedistributionoffemale-ownedfirmsacrosssectorsisroughlythesameasthatofmale-
owned enterprises.”
WOMEN-OWNED BUSINESSES By
FIRM SIzE
“Contrarytoexpectations,female-ownedfirmsarenotrelegatedtotheranksofmicroor
smallenterprises.AlthoughmostfirmsintheMiddleEastandNorthAfrica,whethermale-
orfemale-owned,aresmall,womenaremorelikelythanmentoownlargefirms.Women
are as likely to own large firms as they are to own small ones.
ENGENDERINGGROWTh:CULTIVATING THE ECOSySTEM OF SUPPORT FOR WOMEN BUSINESS OWNERS 11
0 5 10 15 20 25 30
50+ EMPLOyEES 7.86%
10-49 EMPLOyEES 22.14%
6-9 EMPLOyEES
SIZEOFSURVEYEDBUSINESSES:PERMANENT EMPLOyEES
15.71%
3-5 EMPLOyEES 26.43%
0-2 EMPLOyEES 27.86%
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NEEDS
AtthetimeofVitalVoicesNetworkMemberSurvey,55percent of business owners surveyed had been with their countryBWAbetweenoneandthreeyears,17.78percenthadbeenmembersforlessthanayearand16.11forfourtofiveyears.Furthermore,inthelast12months,56.45percent of the sample of business owners also recounted attendingapproximatelyonetofiveprograms,events,and/oractivitieshostedbytheBWA.however,23.66percent did not participate in events, activities, and/or programs in that year.
VitalVoices’NetworkMemberSurveycapturedbusinesswomen’s perspectives on the skills they would like to build on in order to manage and grow their business. The common areas identified by the respondents throughout the three different regions were accounting and financial management, the use of financial products, operational management for greater efficiency, the use of marketing and communications, the use of technology, fostering networking skills, selling their products and/or services to largemulti-national companies, and achievinggeographicalexpansionthroughexports.Morethan50percentofrespondentsfoundtheseareasveryorextremelyhelpfulfortheirbusinessgrowth.
When looking separately at the responses of each region,theprioritizationofskillsvaries.Forexample,agreatmajorityofwomenintheMENAregion (65percent)identifytechnologyasthemosthelpfultopic.This is followed closely by having a greater access to marketsthroughgeographicexpansionandexportsand marketing skills.
Besidestheimportancegiventofosteringrelationshipswith other business women through networking and theuseoftechnology,BWAmembersinLatinAmericaacknowledge that learning more about marketing andnegotiationwouldbehelpful(66and64percent,respectively).
Beyondtechnology,BWAmembers inSubSaharanAfricaweremostinterestedinfindingamentor,with75percent of business owners surveyed stated that finding a mentor would be the most useful area for business growth.WomeninSSAhavealsoidentifiednegotiation(75percent)andnetworking(62percent)askeyareasforbusiness growth.
ENGENDERINGGROWTh:CULTIVATING THE ECOSySTEM OF SUPPORT FOR WOMEN BUSINESS OWNERS12
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MENA LAC AFRICA
ACCOUNTING
& FINANCE
OPERATIONAL
MANAGEMENT
MARkETING SALES TO
MULTINATIONAL
COMPANIES
ACCESS
TO FINANCE
NETWORkING USE OF
TECHNOLOGy
EXPORTS
REPORTEDSKILLSOFINTERESTFORBUSINESSGROWTh(EXTREMELy HELPFUL)
90
80
70
60
50
40
30
20
10
0
52.5
45.748.8
56.458.7
51.2
37.5
73.7
62.1 63.465.9
63.4
34.2
66.763.7
42.145.3
58.7
78.6
58.6
51.949.848.345.8
TABLE 2.3. SSA ECONOMIC SNAPSHOT
OVERVIEW
2012SSAGDP:$1.288TrillionUSD
2012GNIPerCapita:$1,345USD
FemaleLaborForceParticipationRate,%Ages15andolder:63%(2010)
MaleLaborForceParticipationRate,%Ages15andolder:76%(2010)
GENERAL WOMEN’S BUSINESS
OWNERSHIP
Whiletheworld’shighestregionalfemaleTotalEntrepreneurialActivitylevelscanbe
seeninSub-SaharanAfrica,manyoftheseareoutsideoftheformalsector:
• Approximately47%ofSSAbusinessownersarewomen.
• Between21-26%offormalSMEsintheSSAregionhaveoneormorefemale
principalownerswithbetween800,000and1millionsuchenterprisesintotal.
WOMEN-OWNED BUSINESSES By
SECTOR
WomendominatetheconsumersectorinSub-SaharanAfricawithover3/4ofwomen
entrepreneurs running consumer services businesses.
WOMEN-OWNED BUSINESSES By
FIRM SIzE
Sub-SaharanAfricahaslowerfemaleparticipationthanotherregionsatallfirmsizes,
averaging28percentversus39percent—withthegapevengreateramonglargerfirms….
[Africa’swomenentrepreneurs]aremorelikelytoberunningsmallinformalfirmsinlower-
value-addedactivities.
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Fromtheneedspresentedintheprevioussection,itisclearthereismuchtobedone.Analysisoftheecosystemmappingconductedin2013deliveredusefulinsightsabout the value of the services that businesswomen’s associations are currently providing to their members to help meet some of these needs. Though there are differences among regions, some common trends emerged.
CURRENT PARTNERSHIPS
From the ecosystem surveys, participating BWAsremarked on the importance and prevalence of member networking.AllBWAsreportedcurrentactivitiesorpartnerships which promote networking amongst memberswithintheircountries.Inaddition,manyBWAsremarked on a number of opportunities to enhance the visibility and credibility of their members through awards, mediamentions,websiteprofiles,etc.Forexample,allassociationsinMENAremarkedthattheireffortstofostercredibilityandvisibilityforwomen-ownedbusinessesinthelocalmediahavebeenverysuccessful.Networkingopportunities and media opportunities also helped to facilitateaccesstorolemodelsacrossallBWAs.
Mentoring andmentoring partnerships were alsoprevalentservicesprovidedbyparticipatingBWAs.Manyparticipatingassociationsnotedeitherexistingprograms or connections to partners who provide mentoring services to women in business or management. Forexample,associationsinLatinAmericaremarkedonexistingmentoringprogramsprovided throughtheirassociations.SomeBWAspartnereffectivelywithcorporations to carry out these mentoring initiatives.
Virtually all of the associations reported having positive relationships with governments, typically with at least one national ministry, as well as with foreign government
developmentagencies.FormanyassociationswithwhomVital Voices works, maintaining a positive relationship with relevant government ministries is essential to maintaining operations.however,inothercontexts,governmentactors may be the most active within the ecosystem of supportforwomenbusinessowners.Regardless,nearlyallassociationsalsoreportedexperiencewithadvocacyonbehalfoftheirmembers.Forexample,allparticipatingassociationsinSub-SaharanAfricareportedprogressinadvocatingforwomen’seconomicopportunities.Kenya,forexample,hasdevelopedaveryeffectiveadvocacycampaign that is addressing government procurement forwomen-ownedenterprises.
Finally,securingeventsponsorshipsforindividualeventswasanothercommonthemeamongsttheBWAs.Thesesponsorships were often obtained from banks or domestic or multinational corporations active in the country. Sponsorshipstypicallywereforone-timeconferences,trainings,andawardandrecognitionevents.WhileBWAsdo have relationships with these sponsoring institutions, mostBWAsremarkedonaneedforlonger-term,results-orientedpartnerships,ratherthancause-marketing.
While the ecosystem mapping process identified the support that businesswomen’s associations are currently providing to women business owners, there is clearly much more that can be done to meet the growth needs ofassociationmembers.Businesswomen’sassociationsareuniquelyqualifiedtoaddresstheseneeds,becausethey are local, trusted, know their members well, and understandtheirmembers’uniquechallengesandneeds.While businesswomen’s networks will not be able to meet all these needs themselves, they can develop partnerships and collaborations with other organizations that can provide benefits to all actors within the ecosystem.
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OPPORTUNITIES FOR ACTION
Now that I know all the organizations and companies that are working for women, together we can make more impact. What an eye-opener this exercise has been!
– VOCEs VitalEs El salVadOR
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These partnerships should be focused on areas where associations lack current programming and could most benefit their members. The gaps in services identified through the mapping process as well as the needs identified through surveys have provided rich insights into opportunities for action and collaboration that can benefit multiple stakeholders. This has highlighted areas in which both the businesswomen’s associations and the women-ownedbusinessestheyrepresentindicatedthatthey wanted additional resources, services, or capacity building in order to enable their members’ businesses to grow.
Itwasclearthatmanygaps,ifaddressedstrategically,would enable the ecosystem to become much more robust and help catalyze women’s business growth at thegloballevel.Developingaglobalteamofpowerfulpartners committed to collaborating and taking action could enable stakeholders to achieve transformational change.Itishopedthatthisreportcanhelpfosteraculture of collaborative action to accelerate women’s enterprise development globally.
THE RECENTLy RELEASED DELOITTE AND ASPEN INSTITUTE REPORT – GROWTH
AND OPPORTUNITy: THE LANDSCAPE OF ORGANIzATIONS THAT SUPPORT SMALL
AND GROWING BUSINESSES IN THE DEVELOPING WORLD – HIGHLIGHTS THE VALUE
OF STAkEHOLDER COLLABORATION:
“Awiderangeofeffortscouldbeundertakentoadvancesuccessandcooperation,locally.Simplybringingtogetherthevariousplayerstounderstandopportunitiesforcollaborationwouldhelp.AclearmapoflocalSGB(SmallGrowingBusinesses)landscapes…wouldprovideacomprehensiveunderstandingofalltheplayersand‘movingpieces’thatcollectivelymakeupthesector.Localintermediarieswouldderivegreatbenefit from linkages to global funders and investors. They perennially struggle to find funding, but are oftenwell-positionedtoachievelong-termsustainablechangethatbenefitslocalSGBs.Morefundamentally,differentregionsrequiredifferentingredientstoproduceathrivingSGBsector.ThereisnoonepathtoaprosperousSGBsector.DifferentregionshavedifferentconditionsandfundamentalcharacteristicsthatwillenableSGBsindifferentindustries.…Insomeplaces,intermediarieshavecometogethertoidentifythepathtoprosperityforthatregionbasedonlocalfundamentals.Inothersintermediaryplayersoperatein independent orbit, missing out on the synergistic benefits of cooperating with a common, clear plan for systemicchange.Thistoo,needsaddressing.Whereisthenextlocationwhereabandofentrepreneursandtheirsupporterssuccessfullytransformalocaleconomyinthedevelopingworld?”(http://www.aspeninstitute.org/publications/growth-opportunity-landscape-organizations-support-small-growing-businesses-developing)citationisfromSept2013,page19
LEVERAGING PARTNERSHIPS TO ADDRESS GAPS
ENGENDERINGGROWTh:CULTIVATING THE ECOSySTEM OF SUPPORT FOR WOMEN BUSINESS OWNERS 15
GOVERNMENT56 Current Partners
10 Past Partners110 Potential Partners
176 OrganizatiOns
INTERNATIONALAID AGENCIES35 Current Partners
21 Past Partners90 Potential Partners
146 OrganizatiOns
UNIVERSITIES AND RESEARCH
31 Current Partners12 Past Partners
87 Potential Partners
130 OrganizatiOns
PROFESSIONALNETWORkS56 Current Partners
15 Past Partners158 Potential Partners
229 OrganizatiOns
CORPORATIONS65 Current Partners
15 Past Partners227 Potential Partners
307 OrganizatiOns
MENTORING18 Current Partners
6 Past Partners43 Potential Partners
67 OrganizatiOns
GLOBAL
VISIBILITy59 Current Partners
9 Past Partners132 Potential Partners
176 OrganizatiOns
TRAINING22 Current Partners
12 Past Partners89 Potential Partners
123 OrganizatiOns
MARkETACCESS
32 Current Partners4 Past Partners
87 Potential Partners
123 OrganizatiOns
INCUBATORSAND ACCELERATORS
16 Current Partners3 Past partners
78 Potential Partners
97 OrganizatiOns
INFORMAL SUPPORT SECTOR
8 Current Partners17 Potential Partners
25 OrganizatiOns
FINANCE37 Current Partners
16 Past partners295 Potential Partners
348 OrganizatiOns
GLOBAL
GLOBALECOSYSTEMOFSUPPORT TO WOMEN-OWNED BUSINESSES
Theglobalecosystemgraphicvisuallyrepresentsthearrayofstakeholderswhocouldtakeactiontosupportwomen-ownedbusinesses.This
graphic includes the major categories covered under Vital Voices’ ecosystem survey and totals the number of current, past, and potential
partnersidentifiedbyparticipatingBWAsglobally.Thisinformationwasgatheredfor21countries.Theresponsestothesesurveyswere
aggregatedandappearinthegraphic.Ontheleftsideofthegraphic,onewillfindecosystemactorsincludedinVitalVoices’surveybytypeof
actor(e.g.,governmentorcorporation)andontherightside,onecanfindthemorganizedbytypesofservice(e.g.,finance,marketaccess,etc).
Thesizeofeachcategorybubblecorrespondstothenumberofentrieswithineachcategory.Withintheecosystemsurvey,BWAsalsoindicated
the nature of their relationship with each organization, reporting whether an organization was a current, past, or potential partner. The total
numbers of organizations are reported within each category bubble, including the breakdown by current, past, or potential partner.
ASOFSEPTEMBER17,2013
The below opportunities suggest ways to spark the collaborationamongstecosystemstakeholders.Aspreviously mentioned, Vital Voices mapped the ecosystem ofsupportfromtheperspectiveofBWAsbybothtypeofactor and type of service provided. This information was gatheredfrom21countriesalongwithnetworkmembersurveydatafrom12BWAs.Basedontheanalysisofthisinformation, the below recommendations present the following information:
1. The GAP between services currently provided and women business owners’ needs
2. The OPPORTUNITy for action in order to meet the greatest needs for business growth
3. • This is categorized into training, technical assistance, creating an enabling environment, and an “other” category. • Training refers to capacity building interventions which could reach many women business owners at once. This is typically defined as the process of teaching a new skill, often in an organized fashion. • Technical assistance refers specifically to individualized,one-on-one support that couldsupport a woman business owner in her business needs.Onedefinitionoftechnicalassistancedefinesit as “the timely provision of specialized advice and customized support to resolve specific problems and increase clients’ capacity.” • Creatinganenablingenvironmentreferstothe attitudes, policies, and practices that could support women-owned business growth. Theenabling environment can also be defined as “a set of interrelated conditions – such as legal, organizational, fiscal, informational, political, and cultural – that have animpactonthecapacityofactors…toengage…in a sustained and effective manner.”
4. The TyPES OF ACTORS who are best positioned to meet these needs
BothVitalVoices’ecosystemandmembersurveysfoundthat there are a number of gaps that impede business growth. These typically related to a lack of access to resources, including:
• Table1:AccesstoBusinessManagementSupport• Table2:AccesstoFinance• Table3:AccesstoNetworks• Table4:AccesstoMarkets• Table5:AccesstoTechnology
ACCESS TO BUSINESS MANAGEMENT SUPPORT
Accesstotraining,technicalassistanceandcapacitybuilding for growth were identified as some of the greatest areas of need for women business owners. Associationmembersemphasizedthattheydidnotwanttrainingtobeone-offorsporadic,butunderscoredtheimportance of ongoing programs that build capacity speciallymanagingbusinessgrowth.Afterbasictrainingis obtained, women business owners need individualized technical assistance to help them increase their skills still further.
Severalbusinesswomen’sassociationsworkcloselywithincubatorsandaccelerators,whichprovideanexcellentvehicleforbusinesssupportservices.Anotherareainwhich deep partnerships may be built is around technical assistance for business management. Through the ecosystemsurveys,mostBWAsidentifiedpotentialtopartner with major professional services firms to provide such technical assistance, including consulting firms, law firms, and accounting firms.
Businessmentoringandcoachingareintegralmeanstosupportthegrowthofwomen-ownedfirms.Theyhavetheabilitytoprovidegrowth-orientedbusinessownerswiththe opportunity to benefit from the advice, perspective, and network of an established business owner or senior professional.
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GAP: ACCESS TO BUSINESS MANAGEMENT SUPPORT
OPPORTUNITy FOR ACTION TyPES OF ACTORS
TRAINING
• Topicsincluding:
oBusinessplanning
ohumanresourcemanagement
oMarketing
oNegotiating
• Participatorytraining
• Contentwhichistailoredtosectorandsizeofbusiness
• Prolongedtraining(beyond1-off)
• Locallyrelevantandavailableinlocallanguages
• Academicinstitutions
• Non-profitorfor-profitentrepreneurialtraining
institutions
• Women’s business centers and associations
• Incubatorsandaccelerators
• Universitiesandresearchinstitutions
• Educationalandknowledgepartnerships
TECHNICAL ASSISTANCE
• Riskmanagementandmitigation
• humanresourcesmanagement
ohiringandretention
oStrategydevelopment
• Marketing,salesandservice
• Professionalservicesfirms
• Lawfirms
• Accountingfirms
• Businessdevelopmentcenters
• Governmententities
• NGOs
• Incubators
• Accelerators
• CorporationswithtechnicalexpertiseonSME
development
• NGOswithprogramsonSMEgrowth(i.e.ANDE
members)
PROFESSIONAL LEADERSHIP DEVELOPMENT
• Individualizedcoaching
• Individualizedmentoring
• Connectionstokeyindividualswhocanbeoffurther
support
• NGOswithmentoringandcoachingexpertise
• Corporationswithmentoringandcoachingexpertise
CREATING AN ENABLING ENVIRONMENT
• Encouraginganenvironmentinwhichwomenare
equippedwiththeskillsandconfidencetopursuebusiness
• NGOs
• Educationinstitutions
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ACCESS TO FINANCE
Throughouttheecosystemmappingprocess,BWAsnoted a high degree of potential for partnership with such financialinstitutions.WhilesomeBWAshavepartnershipswith banks, most lack deep partnerships with financial institutions that can provide finance for business growth trainingonexecutivefinancialmanagementskillsfortheirmembersorstrategicadviceongrowth.Associationmembersalsoindicatedalackofknowledgeaboutequityfunding, including angel and venture capital investment. Partnershipsinalltheseareasareeagerlydesired.
ACCESS TO NETWORkS
Effectively accessing business, government, andinternational networks are critical for the growth of a business.Itisimportantforwomen-ownedbusinessestonetwork not only within the women’s business community,
but with local, regional, and global mainstream business organizations as well.
Aspositionedthroughoutthisreport,businesswomen’sassociations are an integral part of the ecosystem of support for women business owners, serving as critical intermediaries in the development of women’s enterprises. The stronger an association is, the more they can offer valuable support to their members. Through the ecosystemmappingprocess,allBWAsvoicedadesireto strategically deepen their engagement with partners. Beyondsingleeventsponsorship,BWAswanttopartnerstrategically to deliver value to members and support members’businessgrowth.BWAswantedtrainingonhow to build partnerships in order to diversify their programs.Buildingtrainingandmentoringrelationshipswith corporations, and helping their members access corporate markets and supply chains, were also of considerable interest.
GAP: ACCESS TO FINANCE
OPPORTUNITy FOR ACTION TyPES OF ACTORS
TRAINING
• Executivefinancialmanagement
• Informationontypesoffinancingavailable
• Financialplanningandevaluation
• BWAs
• Banks
• NGOswithfinancialexpertise
• Otherfinancialinstitutions
TECHNICAL ASSISTANCE
• Cashflowchallenges
• Auditpreparation
• Financialmanagementsystems
• Reduceenterpriserisk
• Professionalservicesfirmsespecially
accounting/auditing firms
• Otherfinancialinstitutions
PROFESSIONAL LEADERSHIP DEVELOPMENT
• Loans
• Equityinvestment
• Crowdfunding
• Microcreditinstitutions
• Banks
• Governmentloanfunds
• Crowdfundingplatforms
• Angelnetworksandinvestors
• Venture capital
CREATING AN ENABLING ENVIRONMENT
• Advocateforgreaterfinancialinclusionofwomen
business owners
• Createanimprovedlegalandregulatoryenvironment
whichencouragesinvestmentsinwomen-ownedSMEs
• BWAs
• Lendinginstitutions
• Financialinstitutionnetworksandassociations
• Internationalfinancialinstitutions
• NGOs
• Governments
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GAP: ACCESS TO NETWORkS
OPPORTUNITy FOR ACTION TyPES OF ACTORS
TRAINING FOR INDIVIDUALS
• howtonetwork
• howtomoreeffectivelynetworkandgeneratenew
business connections
• NGOs
• Businesswomen’sassociations
• Training institutions
TECHNICAL ASSISTANCE FOR BWAS
• howtocreateeffectivepartnerships
• Developingapartnershipstrategy
• Diversifypartnershipsforassociationsandtheir
members
• NGOs
• Organizationaldevelopmentconsultantsand
institutions
• Strategicplanningexperts
• Chambersofcommerceandotherbusinessnetworks
• Sectoralnetworks
• Trade support institutions
• Bilateralbusinessorganizationsfortrade
DIRECT SERVICE AND GOODS PROVISION
• In-kindpartnershipsanddiscountswhichprovidevalue
toBWAmembers
• Companieswhichprovideservicessuchas
o Airlines
o Technology companies
o hotels
o Courierservices
CREATING AN ENABLING ENVIRONMENT
• Advocateforwomen’srepresentationinpowerful
business organizations and networks
• BWAs
• Chambersofcommerceandotherbusinessassociations
GROWTH AND OPPORTUNITy, THE WORkING PAPER FROM DELOITTE AND THE ASPEN
INSTITUTE, MAkES A SIMILAR POINT ABOUT SMALL AND GROWING BUSINESSES:
“NETWoRKS ENABLE gREATER ToTAL IMPAcT THAN WouLd BE AcHIEVEd By VARIouS
INTERMEdIARIES oPERATINg IN REgIoNAL, FuNcTIoNAL, oR INduSTRy ISoLATIoN, AS
IS ALL Too coMMoN. SMALL ANd gRoWINg BuSINESSES (SgBS) BENEFIT WHEN THESE
INTERMEdIARIES coLLABoRATE.”
ENGENDERINGGROWTh:CULTIVATING THE ECOSySTEM OF SUPPORT FOR WOMEN BUSINESS OWNERS 21
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ACCESS TO MARkETS
Inorderforherbusinesstogrow,awomanbusinessownerneedsaccesstomarketsandsupplychains.First,shemustassesshercurrentpositionandthatofhercompanyintermsofmarketreadinessortradereadiness.Afterconducting an honest appraisal, she may want training to increase her company’s readiness and to determine how hercompanycanprovidehighervalueaddproductsandservicesinordertoincreaseprofitability.Businesswomen’sassociations and other organizations can play a major role in facilitating knowledge and readiness through partnerships.
GAP: ACCESS TO MARkETS
OPPORTUNITy FOR ACTION TyPES OF ACTORS
TRAINING
• Marketreadiness
• Exportpreparedness
• Logisticsandshipping
• Tradefinance
• Marketing
• NGOs
• Trade support institutions
• Trade promotion organizations
• ChambersofCommerceandsectoral
associations
TECHNICAL ASSISTANCE
• Individualizedsupportonmarketreadiness
• Supplychainmentoringandcoaching
• Multinationalcorporations,especiallythosewith
supplier programs or mentoring
• Trade promotion organizations
• NGOswithexpertiseinmarketreadiness
• Women business enterprise certifying
organizations
• ChambersofCommerceandsectoral
associations
CONNECTIONS TO MARkETS
• Corporateorinternationalconnections
• Governmentprocurement
• Multinationalcorporations,especiallythosewith
supplier programs or mentoring
• Trade promotion organizations
• Women business enterprise certifying
organizations
• ChambersofCommerceandsectoral
associations
• Organizationsthathosttrademissions,catalog
shows,buyermentorgroups,expos,etc.
• Aggregators
• GovernmentagenciesfocusedonSME
procurement
CREATING AN ENABLING ENVIRONMENT
• Advocateforwomen’sinclusioninmarketaccess
opportunities(i.e.,women’sinclusionintrademissions,
etc.)
• Organizationsthathosttrademissions,catalog
shows,buyermentorgroups,expos,etc.
• Trade promotion organizations
• BWAs
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ACCESS TO TECHNOLOGy
Respondentsinallthreeregionsbroughtuptheneedtoeffectivelyleveragetechnologyinordertofacilitatethegrowthofwomen-ownedbusinesses.Trainingandindividualtechnicalassistancearethemostcommonanddirectrecommendations for meeting this need.
GAP: ACCESS TO TECHNOLOGy
OPPORTUNITy FOR ACTION TyPES OF ACTORS
TRAINING
• eCommerceandeBusinessmodels
• Technologyforsalesandmarketing
• Informationsecurity
• Digitalliteracy
• Technology companies
• Professionalservicesfirms
• Technology incubators/accelerators
• NGOswithtechnologyexpertise
TECHNICAL ASSISTANCE
• Informationmanagementsystems(CRM,infrastructure,
databases,etc.)
• Strategicguidanceondevelopingandmanaging
technology in their businesses
• Socialmedia
• Cloudcomputing
• Informationsecurity
• Technology companies
• Professionalservicesfirms
• NGOswithtechnologyexpertise
DIRECT SERVICE AND GOODS PROVISION
• In-kindpartnershipsanddiscounts/reducedcostthat
providevaluetoBWAmembers
• Technology companies
• Professionalservicesfirms
CREATING AN ENABLING ENVIRONMENT
•Advocateforanimprovedinnovationinfrastructure
• BWAs
• Internationaltelecommunicationsindustry
• Associationswithexpertiseintechnology
infrastructure
• NGOs
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CONCLUSION– THE POWER OF PARTNERSHIPS
Womenbusinessownerslackequalaccesstofinance,training, technology, markets, role models, and protectionsunderthelaw,allleadingtogender-basedbarrierstotheirbusinessgrowth.however,whenwomen-owned businesses do succeed, society reaps the benefit through greater employment, better educated families, more prosperous communities and greater, more inclusive economic growth. While there is a general entrepreneurial ecosystem,thesegender-basedbarriersindicatethatthereisalsoanecosystem-specificcomponenttothesuccessofwomen-ownedbusinesses.Onlyaconfluenceof stakeholders and their collaborative efforts can make a significant difference for these women business owners, their communities, and their economies.
Everyactorhasastrengthandthereforearoletoplaywithinthe ecosystem of support for women business owners. This report provides a number of recommendations for different actors in a critical areas, including access to business management support, finance, networks, markets, and technology. Through these interventions and countless other partnerships, ecosystem actors can expandtheirinfluencewhileincreasingtheireffectiveness.Everyactorwithintheecosystemhastheopportunityto create sustainable, mutually beneficial partnerships. Forexample, corporations can lookbeyondeventsponsorshiptoleveragetheirin-houseexpertiseandownhumanresourcestoaddressthegrowthneedsofwomen-owned businesses. Trade missions can ensure that women aremoreequitablyrepresentedininternationalmarketaccess opportunities. Technology firms can influence the nextwaveofinnovativeentrepreneurshipbyencouraging
women business owners to adopt new technologies. NGOscanbetterconnectwomenbusinessownerstothe resources, training, and technical assistance that will propelthemforward.Partnersfrommultiplesectorscouldjoin forces to develop interventions that target multiple need areas. This could include innovative partnerships that provide not only critically needed financing but also combine business management support and access to newmarkets.Inshort,everyactorhasacontributiontomaketodriveeconomicgrowthviawomen-ownedbusinesses.
Rather than having hundreds of actors operatingindividually, multiple stakeholders working collectively to improve the ecosystem and drive specific initiatives such as those recommended within this report will achieve greater results. This is because one organization by itself cannot meet all of these needs. Within a robust ecosystem, women business owners can receive holistic support to enable their businesses to thrive, driving growth in their communities and economies.
Partnershipwithbusinesswomen’sassociationsandotherecosystem actors is a critical path to supporting women businessowners.Businesswomen’sassociationsareakey pipeline to a relatively untapped source of future economicgrowth.Byleveragingpowerfulpartnershipsthroughout the ecosystem at the regional, national, and global levels, businesswomen’s associations and the women they represent can help spur economic growth, create jobs, and drive transformational change around the globe.
We have seen the impact that investments in women can bring. Enabling the growth of women-owned firms has significant returns not only for the women and their businesses, but for their communities as well – in better-educated children, healthier families, and more prosperous communities. With the continued support of Vital Voices and our partners, women business owners are poised to have a transformative impact on their communities, economies, and countries.
– Alyse NelsoN CEO, Vital VOiCEs GlOBal PaRtNERsHiP
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Women in Management, Business and Public Service (WIMBIZ) would like to appreciate Vital Voices for their commitment to empowering and supporting female-owned businesses across the world. The Ecosystem Mapping was a relevant and timely exercise which has created a system that promotes strategic partnerships and access to networks across borders. As a result, female-owned businesses will be positively impacted, leading to an increase in their survival rate; thereby sustaining livelihoods and reducing poverty.
– wOmEN iN maNaGEmENt, BusiNEss aNd PuBliC sERViCE (NiGERia)
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International Finance corporation. Strengthening Access to Finance for Women-owned SMEs in developing countries. International Finance corporation. McKinsey-IFc SME database; Enterprise Survey; Ilo, Human development Report; Team Analysis. october 2011, Page 13.
global Entrepreneurship Monitor. 2012 Women’s Report.
World Economic Forum and Booz and company. “Accelerating Entrepreneurship the Arab World.” 2011. http://www.weforum.org/reports/accelerating-entrepreneurship-arab-world
organization for Economic co-operation and development. Women in Business: Policies to Support Women’s Entrepreneurship development in the MENA Region. oEcd Publishing, 2012. http://dx.doi.org/10.1787/9789264179073-en
In the Middle East and North Africa region, partner associations were only asked to reach 10% of their members.
global Entrepreneurship Monitor. 2012 Women’s Report. pg. 16.
1) global Entrepreneurship Monitor. 2012 Women’s Report. 2) World Bank group. The Environment for Women’s Entrepreneurship in the Middle East and North Africa Region.
The industry sector classification is based on the International Labor organization (ILo) International Standard Industrial classification of all Economic Activities. For more detail, please see: http://laborsta.ilo.org./applv8/data/isic3e.html. Some additions were made in the classification to be able to adapt our responses to the ILo classification.
International Finance corporation. International Note on Small and Medium Enterprises and Environmental and Social Risk Management. World Bank group, January 1, 2012. Available at www.ifc.org/wps/wcm/connect/de7d92804a29ffe9ae04af8969adcc27/InterpretationNote_SME_2012.pdf?Mod=AJPERES
oxford dictionary. university Press, 2013. http://www.oxforddictionaries.com/us/definition/american_english/training
Barton, R. (Ed.). Technical assistance guidelines. Northwest Regional Educational Laboratory, Nov 2004. Retrieved June 2, 2009, from http://www.nwrel.org/nwreport/2004-11/index.html
Thindwa, J. Enabling environment for civil Society in cdd Projects. Washington, dc: The World Bank, Social development Family, cdd Learning Module, 2001. Available at: http://www.worldbank.org/participation/enablingenvironment/EnablingenvironmentcEcdd.pdf
The Aspen Institute. growth and opportunity: The Landscape of organizations that Support Small and growing Businesses in the developing World. http://www.aspeninstitute.org/publications/growth-opportunity-landscape-organizations-support-small-growing-businesses-developing
The World Bank. data. http://data.worldbank.org/region/LAc
Ibid
The World Bank. World development Indicators, 2012. pg. 48
Ibid
Kelly, dJ., Brush, cg., greene, Pg., et al. 2012 Women’s Report. global Entrepreneurship Monitor. 2013
International Finance corporation. Strengthening Access to Finance for Women-owned SMEs in developing countries, pg. 13. 2011.
The World Bank, deutsche gesellschaft Für Technische Zusammernarbeit, and Inter-American development Bank. Women’s Economic opportunities in the Formal Private Sector in LAc: A Focus on Entrepreneurship, pg. 19. 2010
global Entrepreneurship Monitor. 2012 Women’s Report. pg. 20
The World Bank, deutsche gesellschaft Für Technische Zusammernarbeit, and Inter-American development Bank. Women’s Economic opportunities in the Formal Private Sector in LAc: A Focus on Entrepreneurship, pg. 19. 2010
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The World Bank. data.http://data.worldbank.org/region/MNA?display=map
Ibid.
The World Bank. World development Indicators, 2012, pg. 48. Ibid.
global Entrepreneurship Monitor. 2012 Women’s Report. pg. 16.
Ibid.
International Finance corporation. Strengthening Access to Finance for Women-owned SMEs in developing countries. 2011. pg. 13.
The World Bank. The Environment for Women’s Entrepreneurship in the Middle East and North Africa Region. pg. 7.
global Entrepreneurship Monitor. 2012 Women’s Report. pg. 20
The World Bank. The Environment for Women’s Entrepreneurship in the Middle East and North Africa Region. pg. 14
The World Bank. The Environment for Women’s Entrepreneurship in the Middle East and North Africa Region. pg. 13
The World Bank. data. http://data.worldbank.org/region/SSA
Ibid.
The World Bank. World development Indicators, 2012. pg. 48
Ibid.
global Entrepreneurship Monitor. 2012 Women’s Report. pg. 16.
International Finance corporation. Strengthening Access to Finance for Women-owned SMEs in developing countries. 2011. pg. 13.
global Entrepreneurship Monitor. 2012 Women’s Report. pg. 20.
The World Bank. Expanding Economic opportunities in Africa, 2013. pg. 31 and 51.
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