"Conventional wisdom holds that women are less likely than men to start and lead businesses. This trend, however, may be changing. Since 2020, the Visa Economic Empowerment Institute (VEEI) has surveyed small businesses around the world. Our findings suggest that firms born in the past two years are more likely than older firms to be headed by women. They are also more likely than pre-pandemic firms to be led by minority women. And once they start to export, they sell to a larger and more diverse set of markets. These women-led firms are also adopting digital technologies at about the same rate as those led by men. What factors predict success? The newly established women-led firms that weathered the initial impacts of COVID-19 better than other businesses share three characteristics: 1) they are more likely to use digital payments; 2) they are more likely to sell on global marketplaces that enable them to scale their sales and diversify their markets; and 3) they are more likely to export. This paper sets out recommendations for policymakers and the business community to better encourage and support the development of women-led firms by: 1) providing access to digital opportunities; 2) fostering digital skills; and 3) promoting a safe environment in which women-led firms can operate."
To meet the job creation needs of India’s growing population, we need to prioritize investment into the companies often called “the missing middle.”
"The evidence is indisputable: high-growth scaling ventures are game changers. Scale-ups are the ventures that:
Create the vast majority of new jobs in an economy;
Generate the most value in the form of financial, economic and social returns;
Drive innovation and shape ecosystems;
Incubate and develop talent pipelines; and
Spawn the next generation of thriving scale-ups and the experienced entrepreneurs that create them.
Africa needs more startups that transition to scale. Many more.
But scaling is rare. And difficult. All the more so in sub-Saharan Africa, where large populations do not equate to large addressable markets, necessitating very early (and risky) expansion into new markets in search of the critical mass of customers needed to raise funding and scale a business.
Whilst there are some universal scaling principles that can and should be applied, there isn’t a formula for scaling. Because it isn’t pure science. On the contrary, scaling is predominantly an art: a unique blend of inputs, decisions and actions that is different for each scaling business."
"Après avoir vécu pendant plus de deux ans avec les défis majeurs de la pandémie du COVID-19, le secteur des petites entreprises et de celles en croissance (PECs) est maintenant confronté à une réalité sur le long terme qui affecte non seulement les opérations commerciales mais aussi la façon dont ces entreprises mesurent et communiquent leur impact. Le secteur des PECs se trouve à un moment critique de la pandémie où les organisations doivent réfléchir à la manière dont leurs solutions de MGI élaborées à la hâte s’inscrivent ou non dans leur stratégie de MGI à plus long terme.
Pour toutes ces raisons, le but de ce rapport est de :
Mettre en évidence les défis MGI uniques auxquels sont confrontées les PECs d’Afrique subsaharienne en raison du COVID-19 ;
Guider les créateurs d’écosystèmes entrepreneuriaux dans l’adaptation de leurs systèmes de MGI dans le contexte de la nouvelle réalité du COVID-19 ; et
Fournir des ressources sur mesure pour permettre aux créateurs d’écosystèmes
entrepreneuriaux d’adapter davantage leurs systèmes de MGI afin de mieux soutenir les entrepreneurs dans la «nouvelle anormalité.»"
"After more than two years of living with the acute challenges of the COVID-19 pandemic, the small and growing business (SGB) sector is now facing a longer-term reality that affects not only business operations but also how these businesses measure and communicate their impact. The SGB sector is at a critical junction in the pandemic where organizations need to reflect on how hastily crafted impact measurement and management (IMM) solutions may or may not fit into their longer-term IMM strategy.
For these reasons, the purpose of this brief is to:
Highlight the unique IMM challenges faced by Sub-Saharan African SGBs due to COVID-19;
Guide entrepreneurial ecosystem builders in adapting their IMM systems within the context of the new COVID-19 reality; and
Provide tailored resources to enable entrepreneurial ecosystem builders to further adapt their IMM systems to best support entrepreneurs in the «new abnormal.»"