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16.0 Closing comments: Support for Growth-oriented Women Entrepreneurs in Tanzania, 2005
In recent years, Tanzania has embarked upon the economic recovery process and is continuing to build upon and address the needs of MSMEs. Key informants from the MIT-SME Section acknowledged the current and future potential of women entrepreneurs and, although seriously under-resourced for the tasks ahead, the SME Section is enthusiastic and committed to working with the international donor community to support this target group. Coordination of all support efforts is crucial. A mechanism for achieving this is recommended – either an officer fully dedicated to the development of women’s enterprise or the establishment of a more formal Office for Women’s Enterprise Development (OWED).
14.2 Recommended actions – women entrepreneurs’ associations: Support for Growth-oriented Women Entrepreneurs in Tanzania, 2005
(i) Build capacity of women entrepreneurs’ associations through ILO’s WEDGETanzania project

7.1 Recommended actions – policy coordination and leadership: Support for Growth-oriented Women Entrepreneurs in Tanzania, 2005
Staff an official position responsible for women’s enterprise development
7.0 Policy/programme coordination and leadership: Support for Growth-oriented Women Entrepreneurs in Tanzania, 2005
At the time of the field visit to Tanzania (November 2003), there was no formal focal point for women’s entrepreneurship development within the government. An officer in the MIT-SME Section was assigned responsibility for co-implementing the ILO-WEDGE programme in collaboration with the ILO Dar es Salaam Office.
5.4 Inclusion of women in the SME Development Policy: Support for Growth-oriented Women Entrepreneurs in Tanzania, 2005
Recognizing that women have less access to productive resources such as land, credit and education due to cultural barriers, and that they stand on uneven ground, the SME Development Policy specifies that gender mainstreaming will be enhanced in all initiatives pertaining to SME development, and outlines the need for specific measures that promote women’s entrepreneurship. These are stated as follows:
5.2.1 The MIT-SME section: Support for Growth-oriented Women Entrepreneurs in Tanzania, 2005
Prior to 1997, the small business development function rested within a Unit whose status was equivalent to that of a department and reported to a deputy minister.
5.2 Structure for implementing the SME Development Policy: Support for Growth-oriented Women Entrepreneurs in Tanzania, 2005
The Ministry of Industry and Trade is the lead ministry for coordinating the implementation of the SME Development Policy. Three entities are in place, all parts of the implementation structure.
4.0 The state of women’s enterprises in Tanzania: Support for Growth-oriented Women Entrepreneurs in Tanzania, 2005
Currently, there is no comprehensive data on the number of women in the MSME sector, the size of their enterprises, or their distribution by sector. Only proxies are available. In NISS (1991) women accounted for about 35 per cent of informal enterprises. By 1995, it was estimated that the proportion of women in the sector could have risen to 70 per cent of the informal sector labour force. In a 2000 Economic and Social Research Foundation (ESRF) study, 55 per cent of the enterprises in the sample were owned by women (as reported in Mlingi, 2000, p. 89). Swisscontact (2003) estimated that women owned 43 per cent of MSEs.
1.2 Mission Objectives: Support for Growth-oriented Women Entrepreneurs in Tanzania, 2005
The mission objectives for Tanzania were to: • review recent ILO and other relevant research on women in enterprise in Tanzania;

Other MIT SME Section Related Articles

Part 1: The Executive Summary
The executive summary is the most important section of your business plan. It provides a concise overview of the entire plan along with a history of your company. This section tells your reader where your company is and where you want to take it. It's the first thing your readers see; therefore it is the thing that will either grab their interest and make them want to keep reading or make them want to put it down and forget about it. More than anything else, this section is important because it tells the reader why you think your business idea will be successful.
Part 2: Market Analysis
The market analysis section should illustrate your knowledge about the particular industry your business is in. It should also present general highlights and conclusions of any marketing research data you have collected; however, the specific details of your marketing research studies should be moved to the appendix section of your business plan.
Part 3: Company Description
Without going into detail, this section should include a high level look at how all of the different elements of your business fit together. The company description section should include information about the nature of your business as well as list the primary factors that you believe will make your business a success.
Part 7: Funding Request
In this section, you will request the amount of funding you will need to start or expand your business. If necessary, you can include different funding scenarios, such as a best and worst case scenarios, but remember that later, in the financial section, you must be able to back up these requests and scenarios with corresponding financial statements.
Part 9: The Appendix
The appendix section should be provided to readers on an as-needed basis. In other words, it should not be included with the main body of your business plan. Your plan is your communication tool; as such, it will be seen by a lot of people. Some of the information in the business section you will not want everyone to see, but, specific individuals (such as creditors) may want access to this information in order to make lending decisions. Therefore, it is important to have the appendix within easy reach.
Asset Sales
The SBA’s Asset Sales Program is an initiative to sell the agency’s owned portfolio of loans and other assets. These consist of Section 7(a) and 504 guaranteed loans purchased, Section 7(a) and disaster assistance direct loans, and other liquidation assets such as collateral acquired as a result of liquidation.
HUMAN CAPITAL FORMATION BY MNES AND TECHNOLOGY TRANSFERS
The previous section examined the role of host countries in attracting inward FDI and found that efforts to develop an attractive investment climate supported by sound policy reforms in HRD would help open doors to inward FDI. This section focuses on what host countries can do next to mobilise these MNEs to strengthen HRD further.
What Instrument Do You Play In The Symphony Of Life?
It is sometimes hard to figure out your place in life. What is your purpose? What are you meant to do in life? I like to think of life as a large symphony. Each player in the symphony plays a certain part. There are different instruments in each section –piano, violins, cellos, flutes, trumpets, percussion. Each section seeks to play in harmony with the other.
Business Planning – how should I handle financials?
One of the most important yet challenging components of a business plan is the financial section. Many first time business planners are overwhelmed by the prospect of converting their business intentions into financial analysis. For many business plans, this section is often provided by a consultant or financial service provider (eg. Accountant).
What to Write On Your About Me Page!
What should you put into your about me section and why this is important? I am going to give you some valuable information for your ABOUT ME section for social networking sites or on your central hub, your blog.
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