for Women

(A Manual for Trainers)

South Asia Multidisciplinary Advisory Team

S i d a

Swedish International

Development Cooperation Agency

CONTENTS

Preface

Introductory Note

Background to the training manual

How the manual works

INTRODUCING THE MANUAL

WHY THIS MANUAL

WHO IS THE MANUAL AIMED AT?

THE TRAINER's ROLES AND RESPONSIBILITIES

SECTION ONE

WOMEN ENTREPRENEURSHIP DEVELOPMENT : PROGRAMME AND

APPROACH

I. WED PROGRAMME & APPROACH

PRE TRAINING STAGE

TRAINING STAGE

POST TRAINING STAGE

II. PRE-TRAINING PREPARATIONS

NEEDS ASSESSMENT STUDY

AWARENESS BUILDING AND NETWORKING

IDENTIFICATION AND SELECTION OF POTENTIAL WOMEN ENTREPRENEURS

CURRICULUM DEVELOPMENT

III. MONITORING AND EVALUATION

WHAT To EVALUATE AND How

EVALUATION TECHNIQUES

DAILY EVALUATION

FINAL EVALUATION

IV. RESOURCING AND SIGNPOSTING

V. FORMULATING AND MARKETING WED PROGRAMMES VI STRUCTURE OF THE TRAINING MANUAL Vil WED TRAINING SCHEDULE

VIII. ACTION PLAN PREPARATION AND PRESENTATION

SECTION TWO

WOMEN ENTREPRENEURSHIP DEVELOPMENT TRAINING

MODULE 1: INTRODUCTION TO WED

1.INTRODUCTION AND PROGRAMME BRIEFING

2. BREAKING THE ICE

MODULE II: WOMEN AND THE BUSINESS ENVIRONMENT

3. WOMEN AND ENTERPRISE

4. GENDER ISSUES AND THE BUSINESS ENVIRONMENTNMENT

5. WOMEN ENTREPRENEURS - ROLE MODELS

MODULE III : DEVELOPING ENTREPRENEURIAL COMPETENCIE

6. ENTREPRENEURIAL BEHAVIOURAL COMPETENCIES: A Concept

7. INITIATIVE- TAKING AND PERSISTENCE

8. DEVELOPING SELF-CONFIDENCE

9. DEVELOPING GOAL SETTING AND RISK TAKING BEHAVIOUR

10. PRACTISING ENTREPRENEURIAL BEHAVIOURAL COMPETENCJES 1

MODULE IV : IDENTIFYING BUSINESS OPPORTUNITIES

11. GENERATING IDEAS

12. PRELIMINARY PRODUCT/SERVICE SELECTION

13. CHOOSING A PRODUCT OR SERVICE AND PREPARING A FEASIBILITY STUDY

14. CONDUCTING A MARKET SURVEY

MODULE V:ESTABLISHING AN ENTERPRISE

15. SETTING UP AN ENTERPRISE

16. INFORMATION SEEKING

MODULE VI : MARKETING

17. PRESENTATION OF MARKET SURVEY

1 8. SALES PROMOTION AND SELLING TECHNIQUES

19. MARKETING MANAGEMENT

MODULE VII : TECHNOLOGY

20. INTRODUCTION AND TECHNOLOGY

21. TECHNOLOGY SELECTION

MODULE VIII : PRODUCTION AND PURCHASING

22. PURCHASING TECHNIQUES

23. MANAGING PRODUCTION AND PRODUCTIVITY IMPROVEMENT

MODULE IX : AN OVERVIEW OF MANAGEMENT

24. MANAGING PEOPLE

MODULE X : FINANCIAL MANAGEMENT

25. ACCOUNTS AND RECORDKEEPING

26. COSTING

27. PRICING AND BREAK-EVEN ANALYSIS

28. PROFITABILITY

29. CASH FLOW

MODULE XI : WORKING CAPITAL

30. WORKING CAPITAL ASSESSMENT

31. WORKING CAPITAL CALCULATION

32. MONEY MANAGEMENT AND WORKING CAPITAL MANAGEMENT

MODULE XII : FINANCING THE ENTERPRISE

33. COST OF PROJECT AND MEANS OF FINANCE

MODULE XIII : LEGAL REQUIREMENTS

34. LEGAL AND STATUTORY REQUIREMENTS

35. VISITS TO WOMEN-OWNED ENTERPRISES

MODULE XIV : BUSINESS PLAN

36. FORMULATION OF A BUSINESS PLAN

37. PREPARATION AND PRESENTATION OF A BUSINESS PLAN

38. FINALISING AND PRESENTING A BUSINESS PLAN

39. NETWORKING WITH FINANCIAL AND SUPPORT INSTITUTIONS

40. PREPARING LOAN APPLICATIONS

References

As a consequence, the manual is not the work of any single individual, rather it isthe end product of a large number of contributions and a series of refining processes. However, I wish to acknowledge the significant contributions made by a number of key individuals including some consultants who were engaged to prepare the first draft of the manual, as well as project faculty who made their contributions on the various

INTRODUCTORY NOTE

BACKGROUND TO THE TRAINING MANUAL

"Not another manual!", is an expression which crossed my mind many times while endeavouring to bring this manual to publication. Already there is a large number of training manuals which deal with the key issues covered in this volume - manuals on entrepreneurship development, women's developmental issues, training techniques, etc. Indeed, some of those who have contributed to this manual, such as MP Akhouri, Hina Shah and Uschi Kraus-Harper, have produced their own manuals on related topics. Even ILO itself has produced training manuals on the Improve Your Business (IYB) and Start Your Business programmes, as well as guide-books on CommunityBased Training (CBT) and a Basic Management Training manual entitled "We're in Business".

What makes this manual different is that it is completely dedicated to the development of entrepreneurship among women, and that it has grown out of lessons and experiences of women entrepreneurs in Asia. The manual provides positive reinforcement of many entrepreneurial characteristics which are found in women, and it addresses the numerous barriers and constraints -cultural, educational, technological, financial and legal - which lie in the way of prospective women entrepreneurs throughout Asia. Furthermore, it provides useful information and hints for trainers to ensure that they can best address the needs of existing and potential women entrepreneurs. This manual is a compendium of practical approaches to training, entrepreneurship development and women's empowerment, all set in the realistic context of the Asian business environment.

 

In acknowledging the value of many other manuals and resource books, we point the

reader in the direction of additional information sources (see bibliography).

The manual is intended for entrepreneurship trainers and enterprise development officers, as well as for staff and members of women's organisations. This particular approach to Women's Entrepreneurship Development (WED) is best suited to existing and potential women entrepreneurs who want to develop their business ideas into fulltime commercial enterprises. Practical information is provided to enable the women entrepreneurs to improve the efficiency, productivity and profitability of their enterprises, thereby generating more income and contributing substantially to their personal, social and economic empowerment.

 

As a manual produced under an ILO-SAAT project, every effort has been made to promote meaningful and sustainable employment opportunities in a safe and healthy working environment. In addition, numerous references have been made to practical steps which can be taken to protect and maintain our environment through responsible production techniques. The manual is concerned with improving the effectiveness of existing efforts in small enterprise development. It addresses the situation of women in small-scale service and trading enterprises, as it does for those engaged in small-scale industries. Similarly, the manual provides information to support individually run enterprises, as well as community, group or cooperative ventures.

By providing WED training to trainers in the five participating countries, this project has been endeavouring to have a multiplier effect by encouraging trainers to organise their own WED programmes, thereby assisting a large number of women entrepreneurs. The publication of this manual is a further significant step towards reaching and supporting existing and potential women entrepreneurs.

 

HOW THE MANUAL WORKS

The manual is comprised of two sections, the first of which is of primary interest and concern to trainers. The second section provides the practical aspects of a Women's Entrepreneurship Development (WED) training programme and has been organised into 14 separate modules, with a total of 40 training sessions.

 

Within the manual the trainer will find instructions, guidance and tips which will be of great benefit when planning and implementing training progranunes, as well as a large number of practical exercises, role-plays, case studies and handouts which will enhance any training programme for women entrepreneurs.

 

 

The manual encourages trainers to adopt a systematic approach to their training activities, starting with a need assessment, through to the planning of training programmes, carrying out post training follow-up and monitoring activities, and undertaking an assessment of the impact of the training on the women entrepreneurs.

The chosen language of publication is English, largely as it is perceived as an appropriate international language of business in many countries of Asia. It is hoped that the manual will eventually be accompanied by a series of small and highly practical workbooks aimed at the women entrepreneurs themselves. Once produced, these workbooks should be easily translated into national and local languages based on existing demand, thereby ensuring that this WED approach can reach a large number of women in many countries. In addition, the practical workbooks could easily be adapted to the needs of less-educated women, many of whom are already engaged in informal sector enterprise activities in rural and urban areas.

 

ILO-SAAT will be happy to receive comments, observations, suggestions and feedback from readers trainers, women entrepreneurs and other practitioners on any aspect of the training manual.

Gerry Finnegan

Senior Specialist in Small Enterprise

and Management Development

New Delhi.

November, 1996

ILO-SAAT

INTRODUCING THE MANUAL

WHY THIS MANUAL?

Economic development plays an important role in the development and growth of any society. The importance of promoting women to engage in economic activities is being increasingly realised in all developing countries. The need is two fold:

i. To empower women by bringing them into the mainstream of development and by improving their economic status; and

ii. To provide new employment opportunities by way of income generation, selfemployment and entrepreneurship to women from different socioeconomic sectors.

The successful experiences gained from encouraging women to undertake economic activities through Women Entrepreneurship Development (WED) programmes have led to WED becoming the most effective way of fulfilling these needs. Experience demonstrates that there is a large number of women in most developing countries, capable of and willing to be involved in economic activities. However, in many situations there is a lack of integrated and need-based training programmes and a paucity of skilled trainers and facilitators, which inhibits the efforts at promoting women entrepreneurs (WEs).

This Trainer's Manual is an attempt to meet the training needs of women, particularly those who are involved in small and micro enterprises. It provides basic resource material and suggests training methodologies which could be useful to a wide spectrum of trainers working for poor, low income, middle income, less-educated, and educated women's groups in any country in Asia. 

The Manual has been developed to provide a detailed and comprehensive set of guidelines for planning and implementing Women Entrepreneurship Development training programmes, with the ultimate objective of developing women entrepreneurs.

The main feature of the Manual is that it makes reference to all aspects of the development of women intending to undertake entrepreneurial activity. It describes various women-specific issues pertinent to micro/small enterprise/business start-up and management. The Manual has two sections:

Section 1 : includes background reading materials, giving details on strategies for developing women entrepreneurs; the pre-training preparations required to be carried out by the training organisation; details on selecting women entrepreneurs; and suggested training curriculum for Women Entrepreneurship Development training, all of which will help to prepare the trainers.

Section II: deals with implementation of WED training, giving detailed session inputs for a course of 4 weeks duration (five hours daily).

Another important aspect covered in this Manual is the development of entrepreneurial capabilities through behavioural competency development. These competencies are important for anyone to become successful as an entrepreneur and these are particularly vital for women. This is because the sociocultural norms in many Asian countries do not give women enough opportunity to develop entrepreneurial competencies during their socialisation process, which tends to create gender-related limitations. To overcome these limitations, inputs on entrepreneurial competency and attitude development have been highlighted in the training programme.

The WED training is an intensive -human resource development activity designed to expand and enhance women's potential to start and run small enterprises and businesses successfully.

In this programme, women participants learn how to: 

• Identify and select business opportunities and related resources;
• Build their business skills, knowledge, and attitudes;
• Develop entrepreneurial and behavioural competencies.

Many NG0s, development organisations and government agencies adopt a social welfare approach in women's development progranunes. They tend to lack understanding of the various concepts of entrepreneurship and how gender related issues impact on enterprise development. This Manual is aimed at supporting the efforts of field workers by providing them with sufficient information and methods for promoting entrepreneurship among women. The Manual is designed to facilitate the trainer to organise and conduct results-oriented WED programmes. 

WHO IS THE MANUAL AIMED AT?

The Manual is designed for trainers, facilitators, instructors, government officers, policy- makers, teachers and persons involved in the training and promotion of smallscale enterprises, having women as their target group. Hence, the manual can be useful for:

• Trainers/Facilitators or Faculty of training institutions;
• Women Voluntary Organisations (NG0s/PV0s);
• Women Development Ministries or Departments of Federal or State Govermnents;
• Women's Banks, other Commercial Banks, and Financial Institutions engaged in women development.

  

This Manual will enable trainers to strengthen their capabilities in:

• Understanding the strategies and processes of pre-training, training and posttraining for WED programmes, and prepare them to implement progranunes independently;
• Motivating, training and counselling existing and potential women entrepreneurs;
• Desianing and implementing needs-based training packages to develop women entrepreneurs;
• Creating networks and linkages for institutional support;
• Developing the capabilities of new and existing women entrepreneurs.

 

The user of this manual needs to understand the socioeconomic background of potential women entrepreneurs, thus being able to decide which appropriate development strategies and training approaches (including selection of modules) should be used.

It has been observed that women from different areas (city, town, village) have diverse economic, social and educational backgrounds and experiences and this results in a variety of target groups for different types of economic development programmes as illustrated in the chart. (the chart is omitted )

One can see from the chart that women have diverse backgrounds, and their economic activities may be undertaken at home, may be seasonal or may change frequently. We can classify most enterprises into three categories based on the kind or scale of activity and income.

• Survival enterprise (mostly for poor and low income women) generally involved in traditional business activity at the survival level; these could include handicrafts, food-processing, tailoring, vending, etc. For this reason some people do not consider these women to be 'entrepreneurial';
• Micro enterprise (mostly for poor, low and middle income women);
• Small enterprise (mostly for middle and higher-middle income women).

 

However, the women for whom this manual is intended may have already started, or want to start, a business in the traditional or in the non-traditional sector. What is important is that they should want to cross the 'barrier' from survival enterprise to micro and small enterprise. This training manual is meant to help women to cross these 'barriers' and thus become more economically empowered and therefore independent and successful women entrepreneurs.

Experience suggests that the success of WED programmes depends largely on the trainer's ability to understand, plan, implement, manage and monitor it. Therefore, the trainer's roles and responsibilities need to be clearly understood.

THE TRAIINER'S ROLES AIND RESPONSIBILITIES

Encouraging women and developing them into successful entrepreneurs calls for the adoption of a systematic approach, including the provision of training as well as follow-up support which can help to link WEs with credit, marketing and other support services and activities.

The job demands of a WED trainer/facilitator are comprised of a variety of tasks. The trainer should be able to act as a friend, mentor and guide. He/she is the programme manager in charge of conducting the entire entrepreneurship development process. She/he has to play a multi-dimensional role of administrator, liaison officer, training manager, trainer, counsellor, technical adviser, and motivator. Throughout this manual. we will use the term 'trainer' for the person or persons performing these roles.

The trainer's primary role is to facilitate the WED process and, therefore, the trainer needs to:

 

• Understand the aspirations of the target group of potential women entrepreneurs;
• Identify and understand the potential of the target group; and
• Plan appropriate actions to enable them to accomplish their aspirations.

The objectives and the process of WED indicate that the work area of a trainer is very large. She/he is expected to conduct needs assessment studies, identify and select potential women participants, impart training and motivate and help women to set-up micro/small enterprises. Hence, it is crucial to have an understanding of the role and the qualities of the trainer involved in the process of developing entrepreneurship among women.

It is assumed that the trainer is a person with experience of working with women, preferably on self-employment and income-generation activities. She/he may be a graduate with some understanding of the concepts of adult learning. Typically, the trainer may have been working with a Non-Government Organisation or similar agency, and may be a grassroots level worker, possibly with previous business training. It is important to note that the trainer has to learn many aspects relatinc, to the field of enterprise development, i.e. income-generation, self-employment, and entrepreneurship. Therefore the trainer should go through the manual thoroughly and try out the various activities independently, before implementing them in the field.

Thus, the role of a WED trainer is multi-dimensional. The following table presents particulars of "WED programme needs" matched with "the job and role requirements of a trainer".

TABLE NO.1

WED NEEDS	TRAINER'S JOB	TRAINER'S ROLE
1. Needs assessment study	To identify women location by scanning and assessing local environment and potentiality of women	Development officer
2. Awareness building and forming institutional linkages (networking)	To create conducive environment and motivate potential women using effective promotional tools and techniquesand	Promoter, Liaison officer, and Organiser
3. Identification and Selection of women entrepreneurs	To assess entrepreneurial motivations and competencies, skills, and knowledge through selection tools	Motivator, Counsellor, and Selection expert
4. Designing and organising training	To design need-based developmental inputs	Administrator and Co-ordinator
5. Conducting training	To implement training with support of experts and faculty	Trainer, Counsellor, and Motivator
a. In selecting business opportunities	To provide business opportunity guidance	Analyst, Counsellor, Liaison officer
b. Project report preparation	To train, assist, and counsel women in formulating their project plans	Trainer and Counsellor
c. Providing technical training	To arrange field visits and technical training	Co~ordinator
6. Providing post-training support to ensure success	organise follow-up meetings and escort services for finance, raw material, machinery and for market linkage & Monitoring	Co-ordinator, Liaison Officer, and Trouble shooter

In order to effectively carry out these job functions, the trainer should possess certain skills and knowledge. The trainer may not necessarily perform all these jobs individually, but should have the following three skills to be competent enough to conduct WED programmes successfully.

A Conceptual knowledge of WED programmes;

B. Training skills;

C. Managerial skills.

A Conceptual Knowledge of WED Programmes The trainer should be well acquainted with the concept of women economic development activities in relation to income generation, self- employment and entrepreneurship. To strengthen conceptual ability, the trainer should have a clear understanding about, Processes of WED programme planning; Processes of enterprise creation, Stages involved in becoming entrepreneurs, Gender issues in the process of women economic development; Functions involved in enterprise initiation and management. Note: This manual will help trainers to develop these skills

Training Skills The most demanding role is that of being a good trainer who should have: Presentation and communication skills; Awareness of adult learning processes; Sensitivity to the needs of other people; Technical skills; Counselling skills; Training implementation and administration skills. Note. Section 1 of the manual includes background reading materials, strategies for developing WEs, selecting potential women entrepreneurs, and designing training curriculum for women. Section 11 of the manual gives details of implementation of training. The design of the sessions will help the trainer to develop these skills.

Managerial Skills In WED programmes, the trainer has to integrate various resources to manage the whole programmed successfully. Therefore the trainer has to have the following managerial skills. Interpersonal skills; Co-ordinating skills; Monitoring skills; Problem-solving ability; Leadership ability. Note: Trainers need to consider the requirements of these skills to be able to become effective. This manual does not give any specific inputs on these skills. It is advisable for trainer to familiarise themselves and read books on the above, and learn by attending relevant training. However, as the manual is aimed at those who already have some experience in women development, it is expected that they will have some of the basics of these skills.

Often, all these basic requirements described may not be found in one person, and hence a team of 2 or 3 persons may work together for a WED initiative. In order to achieve good results, ne core or central trainer will be needed. Experience of successful WED programmes confirms that capable trainers can bring high success rates.

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