Egypt
Sudan Senegal Zimbabwe Cameroon AVG
Pricing
87% 91% 82% 74% 78% 82%
Forecasting
94% 88% 79% 74% 79% 83%
Logistics Management
91% 93% 89% 90% 81% 89%
Financing
95% 97% 88% 92% 84% 91%
Cost Management
96% 89% 94% 87% 93% 92%
Asset Management 99% 98% 97% 90% 91% 95% Risk Management 108% 98% 92% 92% 95% 97% Budgeting 115% 110% 102% 101% 98% 105% AVG 98% 95% 90% 87.5% 87% 91.5%
Table 1.16: Strength and weakness of African SMEs
7- Performance of the Informal businesses
During the simulation, we tried to monitor the performance of the informal businesses. We imposed a quota of 30% of informal businesses in each of the local boot camps to monitor their behavior competing with other formal businesses in the same business environment. 80% of those businesses dropped of from the simulation before or during the frst day. Our local partners replaced the drop of business with other formal businesses to ensure that the commitment. Meanwhile, other informal businesses performed really well like Excousia from Senegal who ended up frst of the frst local bootcamp and Rollo Master.
8- Performance of Women-led businesses
Women-led businesses performed great in the simulation. We imposed a minimum 30% of women led-businesses in the shortlisting in all bootcamps. During Rollo Master, we ended up with 40% women led-businesses in the top 10 companies. This is a great proof that women lead businesses have the same/better managerial level and performance as men-led businesses if they work in a fair business environment.
9- Performance of African Diaspora
More than 20% of the selected businesses indicated the presence of diaspora in their team members. However, no one from those teams ended up in the fnal top 10 companies. In parallel, 4 out the 5 local implemented partners founded by diaspora. This is an interesting fact about the current role of African Diaspora who play an important role in the Entrepreneurship Supporting Organizations ESO.
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