Theme
Capacity Development

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"This is an interactive resource designed to equip you with the knowledge and strategies required to meet the needs of women entrepreneurs. This handbook can be applied in the context of a women-only programme or to better support women founders within a mixed gender programme. We recognise that gender is not binary and so depending on the context, you may choose to use this handbook as a guide to reflect on how to make your programme more accessible, inclusive and equitable for other genders as well."

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"The Adaptation SME Accelerator Program (ASAP) aims to enhance the availability and uptake of climate adaptation solutions by identifying, engaging and empowering SMEs providing such solutions in developing countries."

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"This report was commissioned as a product of the working partnership between Root Capital and Value for Women, with the support of the Aspen Network for Development Entrepreneurs and the International Development Research Center. The main objective of this partnership is to build evidence around innovations for gender inclusion within small- and medium-sized agricultural enterprises globally."

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"Entrepreneurship is an essential driver of societal health and wealth. It is also a formidable engine of economic growth. It promotes the essential innovation required not only to exploit new opportunities, promote productivity, and create employment, but to also address some of society’s greatest challenges, such as the United Nations Sustainable Development Goals (SDGs) or the economic shock wave created by the COVID-19/coronavirus pandemic. The promotion of entrepreneurship will be central to multiple governments worldwide for the foreseeable future, especially considering the significant negative impacts on economies due to the pandemic. Governments and other stakeholders will increasingly need hard, robust and credible data to make key decisions that stimulate sustainable forms of entrepreneurship and promote healthy entrepreneurial ecosystems worldwide. During its 22 years of existence, Global Entrepreneurship Monitor (GEM) has repeatedly contributed to such efforts. For example, in this report, GEM is — as it has after other crises — providing policymakers with valuable insights on how to best foster entrepreneurship to propel growth and prosperity once again."

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"The year 2020 has been incredibly challenging for the global community. The spread of the novel coronavirus, known as COVID-19, has led to an unparalleled health crisis in countries across the world. The crisis has had unprecedented and serious impacts on all aspects of how people communicate, work, produce, trade, consume and live. The economic ramifications of the pandemic quickly became apparent, and small and medium sized enterprises (SMEs) have been on the front lines. With workers and customers staying indoors, and supply chains tested by shutdowns, the small companies that provide 70% of jobs in countries around the world and about half of economic activity have been put under stress."

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"O estudo aproxima o conceito usado pela ANDE de “Pequenas Empresas em Crescimento” ou “Small and Growing Businesses” dos conceitos praticados aqui no Brasil pelo BNDES, IBGE, Receita Federal e Sebrae no setor de empreendedorismo. Além disso, apresenta exemplos de SGBs alinhadas às áreas foco da ANDE, bem como de organizações de apoio ao empreendedorismo no Norte e Nordeste e com foco em periferias, para ilustrar o rico universo deste campo empresarial em regiões onde a ANDE tem interesse específico."

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"Why do more small firms in developing countries not use the market for professional business services like accounting, marketing, and human resource specialists? Two key reasons maybe that firms lack information about the availability of these services, and that they struggle to distinguish the quality of good versus bad providers. A brand recognition exercise finds that most small firms are unaware of most providers in this market, and a survey of service providers reveals that they largely rely on word-of-mouth and informal reputation mechanisms for acquiring customers. This study set up a business services marketplace that contains information about the different providers present in the market and used mystery shopper visits to develop a quality ratings system. A randomized experiment with more than 1,000 firms provided access to this marketplace to the treatment group and randomized whether firms received just information or also quality ratings. The provision of quality ratings information shifts small firms’ preferences over which provider they would like to use, increasing the average quality rating of their preferred providers by 0.2 to 0.4 ratings points out of 5. However, neither the provision of information nor these quality ratings had any significant impact on the likelihood that small firms go on to hire a business service provider over the subsequent six months. The results suggest that alleviating information frictions alone is insufficient to increase usage of professional business services."

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"Many small firms lack the finance and marketing skills needed for firm growth. The standard approach in many business support programs is to attempt to train the entrepreneur to develop these skills, through classroom-based training or personalized consulting. However, rather than requiring the entrepreneur to be a jack-of-all-trades, an alternative is to move beyond the boundary of the entrepreneur and link firms to these skills in a marketplace through insourcing workers with functional expertise or outsourcing tasks to professional specialists. A randomized experiment in Nigeria tests the relative effectiveness of these four different approaches to improving business practices. Insourcing and outsourcing both dominate business training; and do at least as well as business consulting at one-half of the cost. Moving beyond the entrepreneurial boundary enables firms to use higher quality digital marketing practices, innovate more, and achieve greater sales and profits growth over a two-year horizon."

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"There is no silver bullet to ending poverty, but ANDE members represent important pieces of larger solutions, and we’re excited to keep growing. We now have over 280 organizations in our network. In 2017, we launched a new chapter in East and Southeast Asia. Since then, we’ve launched an Andean chapter and a new Central America office in Guatemala. We are excited to support more direct growth in the countries where our members work. I’m happy to share that our newest report explores global trends at a regional level to reflect this increasing breadth and depth of our chapters."

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"In 2016, the ANDE network expanded to a total of 260 member organizations who provide critical financial, educational, and business-support services to SGBs. Of the roughly 50 members who joined the network in 2016, half are headquartered in emerging markets. We are excited to see more homegrown organizations joining the global network, as it is evidence of maturing entrepreneurial support service market. More than ever, the development of more entrepreneurial support organizations offers the opportunity for a coordinated approach to cultivate local entrepreneurial ecosystems.

This report presents a bird’s-eye view of the SGB sector, and the organizations working to support entrepreneurs in emerging markets. Documenting the growth and dynamics of the SGB sector in the seven years since ANDE’s launch in 2009 is key to demonstrating what ANDE members fundamentally believe to be true: Entrepreneurship has the power to lift countries out of poverty."

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