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Information and Networks: Constraints of growth-oriented enterprises in the southern and eastern African region
It has been said that no man is an island. Although the entrepreneurs did not say so explicitly, it was apparent that most of the larger enterprises had benefited greatly from obtaining outside influences.
Policies and Regulations: Constraints of growth-oriented enterprises
The enabling environment is important-especially as the enterprise grows. This would appear to be related to the fact that the larger the enterprise becomes, the more difficult it gets to operate outside the formal economy. In talking about the enabling environment entrepreneurs tend to emphasize macro-economic conditions per se, rather than specific regulations. This implies that they are quite capable of working their way through (or around) regulations, but that they find it more difficult to deal with economic downturns.

Human Resources : Constraints of growth-oriented enterprises
Human resources are very important for enterprise growth (see e.g. PAPA, 2000). This becomes increasingly important the higher up in the organization one gets.
Market Orientation and Competition : Constraints of growth-oriented enterprises
Enterprises that grow do so because they are good at finding their market niche and understanding market demands. Most enterprises start by targeting the home market, often at the higher income niche. As the home market gets saturated, they look to expand their markets geographically, and eventually consider exporting. Few enterprises start exporting initially.

Financial Management : Constraints of growth-oriented enterprises
Whereas the enterprise managers are well aware of the importance of external finance, they seem to underestimate the importance of financial management. This is an issue that the entrepreneurs did not raise directly themselves as a constraint, but something that was deduced from analyzing the empirical data.
Access to Finance: Constraints of growth-oriented enterprises
The starting point for a Focus Group Discussion was an exercise whereby the participants were asked to write down constraints they had encountered in growing or trying to grow their enterprises. These responses were printed on cards, which were placed, in clusters of similar constraints, on the wall for all to see. They became the starting point for more in-depth discussions and were used to reflect the groups' main concerns.

Methodology: Constraints of growth-oriented enterprises in the southern and eastern African region
The study involved nine Focus Group Discussions with altogether forty participants in three countries - Uganda, Zambia and Zimbabwe.

Assessing social performance cost-effectively
Many MFIs have an explicit social mission that goes beyond profitability such as reducing poverty and exclusion by providing good quality, reasonably priced and sustainable financial services to poor people who are normally excluded from regular banking systems. The link between microfinance services and poverty reduction, however, is far from simple. Positive impacts cannot be taken for granted.

Other focus group discussions Related Articles

Ever notice how some people can relentlessly pursue their goals while others languish in minutiae
Ever notice that the first group invariably achieves what they set after, while the later group often falls victim to "might have been's"? We all think that there is something special about those people who pursue singular goals against all odds...and there is: their ability to focus. People who see their goals plainly and regularly tend to achieve them, and enjoy the process just as much.

Centering: Purpose and Phrases for a Group
This article suggests ways to talk about how to focus group participants for more meaningful meetings and other group experiences.
Methodology: Constraints of growth-oriented enterprises in the southern and eastern African region
The study involved nine Focus Group Discussions with altogether forty participants in three countries - Uganda, Zambia and Zimbabwe.

Access to Finance: Constraints of growth-oriented enterprises
The starting point for a Focus Group Discussion was an exercise whereby the participants were asked to write down constraints they had encountered in growing or trying to grow their enterprises. These responses were printed on cards, which were placed, in clusters of similar constraints, on the wall for all to see. They became the starting point for more in-depth discussions and were used to reflect the groups' main concerns.

Six Inner Principles of Success
This article goes deeper than many discussions that focus on the behviour and habits that bring success. It looks at the mindset of success and examines 6 inner or spiritual principles that underpin all success, and are based on what are called the Universal Laws of Life.
Focus Group Best Practices
A focus group is a controlled group interview of a target audience demographic. The interview is often led by a facilitator who covers a set series of questions or topics. Benefits of focus group sessions include: increased customer satisfaction & brand perceptions, and informing product development decisions. Focus groups are a key component to an effective market research program. Generating qualitative feedback in this medium can be more insightful than standardized surveys.

Impact and Influence in Negotiation – See How They Plan and Organise
For people to be influenced by you and for you to have personal impact in negotiations, discussions and meetings they need to “buy” what you have to “sell”. This article is about how they organise things and the amount of structure they seem to like. This is of vital importance not only in the meetings and discussions themselves but in any plans for the future – what happens after agreement has been reached and the discussions move to implementation.
Impact and Influence in Action – Make Sure Everyone Knows Where You’re Starting From
It’s important to set the scene for the discussions and make sure everyone is clear about the agenda. The danger here is that the need to get what you want or to resolve the issue means you jump straight into problem solving mode and discussions become about what needs to happen to move things to a conclusion. Just as important is clarifying what current reality is right now. It might not be where you or “they” would like to be but it is where you are in reality and thus is the starting point.
The "Daily Negotiator" Mindset
Now is the time to rethink your attitude to negotiation in general. When I ask most executives about negotiating, most come back with stories of triumphant salary discussions and closing big deals. Not Dawn M. Pagano, Vice President, and Chief Operating Officer of the Employer Account Group, at Medco Health Solutions, Inc. She believes that negotiation occurs anytime we are influencing others, whether sharing ideas or in a meeting.
Make your mastermind rock
In a recent blog – The Power of a Group – I talked about the questions Ben Franklin created for guiding the discussions in his Junto group. Many of you asked to see those, so here they are. See what you think – can you get a sense of why the Junto accomplished so much in Philadelphia with ripple effects for the entire country? How would you like to be a part of a group like that?

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