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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.

10.3 Training for existing enterprises: Support for Growth-oriented Women Entrepreneurs in Tanzania, 2005
Once in business, women entrepreneurs express a strong need for training in marketing, product quality, financial management and business planning. But access to this business and management training is limited.

9.2 Barriers to financing women entrepreneurs: Support for Growth-oriented Women Entrepreneurs in Tanzania, 2005
Although women entrepreneurs have consistently proven to be good credit risks (as a result of good repayment histories), limited access to credit for both new and growing women-owned firms is confirmed by researchers and key informants as a major constraint.
9.2 Barriers to financing women entrepreneurs: Support for Growth-oriented Women Entrepreneurs in Tanzania, 2005
Although women entrepreneurs have consistently proven to be good credit risks (as a result of good repayment histories), limited access to credit for both new and growing women-owned firms is confirmed by researchers and key informants as a major constraint.

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4.1 The situation of women in MSMEs: Support for Growth-oriented Women Entrepreneurs in Tanzania, 2005
Key informants confirmed findings from the literature – that women are predominantly found in informal, micro level, and low-growth sectors, and encounter high competition while earning subsistence incomes. Seriously encumbered by their low levels of education, women are unable to find employment in the formal, private sector, and are the first to lose their jobs in retrenchment exercises. Of necessity, they are driven into entrepreneurial activities.
8.0 Promotion of women’s entrepreneurship: Support for Growth-oriented Women Entrepreneurs in Tanzania, 2005
According to key informants from the University of Dar es Salaam, entrepreneurship is only now becoming considered a legitimate and valued activity in Tanzania. There is a huge need to increase this and to create more awareness of the important role that owners of micro and small enterprises play in the economy. A much higher value has to be attached to opportunities in the SME sector and to the role of entrepreneurs so as to make it an acceptable and preferred option for college and university graduates, the next generation of entrepreneurs.
9.2 Barriers to financing women entrepreneurs: Support for Growth-oriented Women Entrepreneurs in Tanzania, 2005
Although women entrepreneurs have consistently proven to be good credit risks (as a result of good repayment histories), limited access to credit for both new and growing women-owned firms is confirmed by researchers and key informants as a major constraint.
9.3.4 Commercial banks: Support for Growth-oriented Women Entrepreneurs in Tanzania, 2005
With respect to commercial bank financing, key informants indicated that banks lack experience in dealing with the SME sector.
10.0 Training – business management and technical skills: Support for Growth-oriented Women Entrepreneurs in Tanzania, 2005
Findings from research on women entrepreneurs in Tanzania and interviews with key informants indicate that women tend to have low levels of business and technical skills, and often do not value the importance of business training.
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).
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