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urban sector Tagged Articles
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EVSE target groups: Learning to change
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| Poverty is the inability to maintain a minimal standard of living. It consists of two elements. The first is the expenditure necessary to buy a minimal standard of nutrition while the second element varies from country to country and reflects specific national normative concepts of welfare. As societies become wealthier, perceptions of the acceptable minimum level of consumption also change. Consequently, poverty is a context-specific concept and, as such, is very much a moving target (See DANIDA,1996). |
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Other urban sector Related Articles
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Lesson #3: Create a Lifestyle
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| A line of Sean John clothing, a line of Sean Jean Navigator custom SUVs, a new Unforgivable fragrance, an upcoming line of Sean Jean Elite shoes – Combs has saturated the market in an attempt to move from being an urban clothing label to becoming a lifestyle brand. He has attempted to incorporate his sense of style into all of his products, creating a lifestyle based on urban sophistication and sensibility and appealing to young adults worldwide to embrace this lifestyle. |
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Ending poverty means abandoning charity and accepting reality
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| Benin Mwangi, who blogs about doing business in Africa, asked me recently: "should the discussion be about how to get the informal sector to become part of the formal sector or should it be how to cater to the informal sector?" This in an excursion into the morass of African poverty and development.
The short answer is: neither; ending poverty has nothing to do with the informal sector.
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2.2 Sectoral performance I: Economic Report on Africa 2007
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| African economies are experiencing a structural shift whereby the service sector is
becoming an important driver of growth. In 2004, the service sector contributed 49
per cent of GDP growth compared to 36 per cent for industry (including mining
and quarrying) and 15 per cent for agriculture. In 2004, all three sectors continued
to grow, albeit at relatively low rates. The industrial sector had the highest growth
rate at 9.05 per cent, although growth in the manufacturing sector fell by almost 3.8
per cent compared to 2003. Developments within each sector and for each subregion
are discussed in more detail below. |
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4.0 The state of women’s enterprises in Tanzania: Support for Growth-oriented Women Entrepreneurs in Tanzania, 2005
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| 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. |
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Unleashing entrepreneurship: Making business work for the poor
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| There has been a big change in the United Nations's engagement with the private sector influenced by its stewardship of the Millennium Development Goals. It was the urgent need to enhance the contribution of the private sector in achieving the MDGs that prompted Secretary General Kofi Annan to appoint a commission to examine how the role of the private sector in this major global effort could be maximized. |
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Making Finance Work for Africa
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| South Africa’s success in getting the financial sector to extend services to poorer communities could be adapted for other African countries, said Trevor Manuel, Minister of Finance of South Africa. He told participants that this is exactly what has been achieved by South Africa’s Financial Sector Charter. The charter was developed some four years ago by the financial sector, including banks and insurers, after the government urged it to transform its practices and policies |
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The Bands of Public Sector Supplier Engagement
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| “To really leverage vendor partnerships, solution providers need an in. For the public sector, that entre has to go beyond the program to the individual behind it who understands the market nuances and challenges that can hold partners back.”
From the article 25 Public-Sector Channel Leaders (ChannelWeb Network, March 19, 2007)
In one simple statement within the confines of a single article there has never been a better or more succinct explanation of what plagues public sector procurement practice today. Especially in the area of supplier development and engagement!
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About.com’s Martin Murray’s post “Non-Profit Organization Suing ERP Supplier” A Sign of the Times?
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| In a white paper that I had written in 2007 titled “SAP Procurement for Public Sector” I had highlighted how the challenges with failed ERP-centric initiatives extended beyond the public sector to include the private sector. The difference as one senior Colgate-Palmolive executive told me shortly after scrapping a failed program was that “unlike the public sector in which a failed initiative becomes front page news, private sector company ERP failures rarely make a blip on the media’s collective radar screen.”
The lack of media awareness notwithstanding, the frequency of failures in the private sector is comparable to the number of setbacks that occur in the public sector. |
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A Revenue Positive Business Model in Public Sector Purchasing (Part 1)
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| The core “philosophy” behind the New Public Management or “NPM” concept (which has been part of the government lexicon since the 1980s), is the belief that a “market orientation in the public sector will lead to greater cost-efficiency for governments, without having negative side effects on other objectives and considerations.”
While there may be merit in the NPM vision, in reality its practical implementation has for the most part been sidetracked into an imitate versus innovate approach. Specifically, the philosophy has been reduced to one of using the same technological platforms and methodologies in the public sector as the ones used in the private sector. |
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The Revised Payment of Gratuity Act - A Boon for Private Sector Employees
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| Employees of private sector organizations have a reason to smile. Government of India will be revising the ceiling on gratuity payable and increase it from 3.5 lakh to 10 lakh rupees. The main behind considering this revision proposal has been to bridge the disparity between private sector and government sector employees. |
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