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13.0 Business environment issues: Support for Growth-oriented Women Entrepreneurs in Tanzania, 2005
The Tanzanian government is in the early stages of reviewing the regulatory and operating environment for its SMEs. According to the UDEC report (2002), most existing business policies and regulations were set up with large businesses in mind and are inappropriate for smaller enterprises. It also reported that existing policies are either gender blind or gender insensitive and thus fail to support women entrepreneurs in growth sectors.

Other smaller enterprises Related Articles

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.
13.0 Business environment issues: Support for Growth-oriented Women Entrepreneurs in Tanzania, 2005
The Tanzanian government is in the early stages of reviewing the regulatory and operating environment for its SMEs. According to the UDEC report (2002), most existing business policies and regulations were set up with large businesses in mind and are inappropriate for smaller enterprises. It also reported that existing policies are either gender blind or gender insensitive and thus fail to support women entrepreneurs in growth sectors.
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.
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.

Maketing Budgets Continue To Shrink In Today's Economy
Many small to medium sized businesses are struggling with smaller marketing budgets. Just because your marketing budget is smaller you shouldn't expect smaller results. Use these marketing tactics to improve marketing ROI in a down economy.
Master Licensing Franchises - A Change of Heart
The odds are against success. The numbers don't lie. The challenges facing the operations of a larger small business development compared to a smaller business component is significant enough that it is best to start smaller, ensure your grip on the business model and then grow from there. These are all expressions I have used. For the most part I still believe these...IF we were talking 5 years ago I would stand by them, in front of them, behind them and arm myself on all of the information that supports them. Today is a different day however.
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