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Small Business Fuels the Economy
On a global basis the news continues to be gloom and doom on the economic front. Major corporations around the world continue to downsize or right-size as they attempt to move towards profitability. Jobs are disappearing at an alarming rate. Along with the jobs go the economic benefits of full employment. There is, however, a brighter side to this economic picture. This can be found in the area of small business.

Other new business enterprises Related Articles

The 3E Model for Success of Small Business or Enterprise
Profitability and growth is the life blood of any business, particularly small businesses or enterprises. The need to constantly review the best methods to adopt in achieving that goal is heightened when it comes to owner operated businesses. By learning and applying the 3-E model for success, any small business or owner-operator can significantly enhance his or her profit performance through the use of consulting firms that specialise in the operations and performance improvement of small to medium enterprises.
5.0 Micro Enterprises - What are they?: Entrepreneurship and Small Business Enterprise Growth in Uganda
Discussion of small enterprises has a definite reference to micro enterprises. What are they? Are they different from small enterprises?
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.
4.2 The profile of growth-oriented women: Support for Growth-oriented Women Entrepreneurs in Tanzania, 2005
Since recent statistics disaggregated by sex are not available, it is not possible to estimate how many women among informal economy enterprises and SMEs are operating growth firms, or how many of them have medium-sized enterprises.
How to Make a Start
One good way to get started with creating social business enterprises would be to launch a design competition for social business enterprises. There can be local competition, regional competition and global competition. Prizes for the successful designs will come in the shape of financing for the enterprises, or as partnership for implementing the projects.
Privatisation: A Challenge for Sub-Saharan Africa
Thirty-eight sub-Saharan African countries have implemented privatisation programmes, following the mid-1980s pattern in the OECD countries: privatisations of small and medium-sized enterprises in the early 1990s; and larger enterprises, including, companies in the utilities sector, by the mid-1990s.
Threats, opportunities and incentives for pro-poor innovation
Many advocates of pro-poor innovation fear a globalised world that is exploited by large corporate enterprises and powerful countries, now including China and India. Perceived threats include loss of local knowledge and powerlessness of low income economies and their enterprises in the face of cheap goods produced elsewhere. Pro-poor innovations, such as drought- or disease-resistant crops or effective and cheap drugs are often not prioritised.
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.

Conclusion: Constraints of growth-oriented enterprises in the southern and eastern African region
Enterprises that are about to grow and employ 5-15 people and enterprises that are in the process of growing and employ 10-30 people, both claim that their most important constraint is short- and long-term capital.

An Oasis of Creative Thought and Action in a Desert of Conflicting Policy (Associated Manufacturing Marketing Group Profile)
“From a domestic engagement perspective, public sector procurement practices are leading to an erosion of the overall supply base. This escalating level of erosion and its negative impact on innovation was initially presented as part of an October 2002 U.S. report by the Executive Office of the President. Specifically, the practice of contract bundling which resulted in a steadily decreasing number of Small – Medium enterprises receiving federal contracts was seen as a direct threat to the nation’s pool of “innovation and creativity.” This of course has paved the way for newer legislation which has resulted in agencies such as NASA unbundling contracts in an effort to make business more manageable for small enterprises, or groups of small enterprises.

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