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SME Management (MGT-601)
VU
Lesson 45
SUMMARY & CONCLUSIONS
The role of government as a facilitator of business and its interaction with business support institutions is
imperative for the establishment of a mutually beneficial relationship for the growth of the sector. SME
promotion is an important issue for many government departments and central offices.
For example, the Ministry of Labour plays an important role in shaping the labour market policy of the
state. Similarly, in order to gather information on the health of the SME population the role of Federal
Bureau of Statistics, the Ministry of Finance, and planning division is pivotal. Other ministries and divisions
such as Ministry of Local Government and Rural Development, and the Ministry of Science & Technology
also influence the situation of our SME. Provincial and local governments also take their share in
responsibility.
However, there is an existing lack of coordination and regular information exchange mechanism among
institutions, which constrains their collective ability to deliver in the SME development process. As a result
of the Government's recent efforts, two institutions Small and Medium Enterprise Development Authority
(SMEDA) and SME Bank were created.
The responsibility for facilitating SME policy development now lies with SMEDA, which is attached to
the Ministry of Industry and Production (MOPI). SMEDA is responsible for creation and coordination of
Government policy for the SME sector. Parliament, naturally, is responsible for monitoring policy and its
implementation.
One of the major reasons for the lack of coordination is that SMEDA has not been provided with a formal
mechanism to initiate, coordinate, monitor and evaluate initiatives undertaken for SME development, which
fall outside of its own scope of activities.
Therefore, cross-departmental and stakeholder consultations, resulting in the preparation of our
national SME policy are our key to success. Regular information exchange mechanism and networking
needs to be developed amongst our public and private sector institutions. There is a strong need to devise
such an information exchange mechanism and redefine the role of institutions, specifying their functions in
order to avoid duplication of efforts and allowing the best possible usage of resources.
Under the SME Sector Development Program it is expected that SMEDA
·  Prepares Government documents on policy regarding SME.
·  Drafts relevant laws and regulations.
To form a collective view of all stakeholders, the SME task force has been established at the MOIP,
SMEDA will serve as the secretariat.
A network of institutions stimulating the growth of SME is being proposed. The institutions in this
network cover all stakeholders involved in SME promotion; Regional Development Agencies, Business
Support Centres, Chambers of Commerce as well as other organizations, which are established as an
initiative of local communities.
Pakistan has no across the board legal definition of SME. This makes it extremely difficult to monitor
the development of our SME economy and to establish benchmarks against other countries in order to
devise areas of intervention and support.
Various government departments and public-sector agencies have adopted their own definitions. There
are, of course, various reasons for them to define SME, and there may even be discussion on just how a
strict and reasonable size standard could be defined.
A number of current definitions are based on capital standards since this influences the pattern of fund
raising in the formal and informal market by SME.
Many stakeholders consider enterprises with 100 or more employees as large, and enterprises with less
than 5 employees as micro. Yet our statistical system classifies enterprises with more than 10 employees
as large, and the State Bank of Pakistan considers those with more than 250 employees as large.
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SME Management (MGT-601)
VU
The reference to international practice also suggests differentiation among industrial, wholesale, and
retail10 and services related enterprises. This view also gets credence from various studies on the issue
for pakistan11. Again, this consideration is only visible in the SBP definition and missing in all others.
There are also rationales beyond the particular organizational motivations for defining specific size
classes, and it will therefore be useful for all stakeholders to review definitions on technical grounds.
For a national policy, it is extremely important to have a harmonized definition for, as it is also
important for the government to focus assistance as reasonably as possible for maximum efficiency. It
is also imperative to adopt a definition to foster the coherence of vision in the SME policy development
and for the better implementation of related support programs across institutions.
Financing Tool
There should be a security tool devised be SBP to handle the security problem of SME LENDING.
Think Small First
The small industries should be given priority in purchasing from private sector and priority should be given
to small industries like UK.
Approach On Site
The small industries should be approached at the it site as due to scattered locations of the small industries.
Technical and language barriers.
The training of manpower should be in line with the requirements of the industries and the main policies
and plans should be published in Urdu to make it understandable for every body.
Soft Tax System
There should be customized system for the small industries as that lack documentation and can not afford
costly book keeping.
Simple Labour & Other Laws
The labour and other laws should be made very simple as there are 56 laws in labour only. To make them
simple should be adopted
.
Book Recommended
Small Entrepreneurs in developing countries By Dr Asher S. Nair
THE END
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Table of Contents:
  1. THE HISTORY:Cottage Industry, CONCEPT OF SMALL BUSINESS
  2. THE RELATIONSHIP BETWEEN SMALL AND BIG BUSINESS:The SME’S in Pakistan
  3. THE ROLE OF ENTREPRENEURSHIPS IN SMEs:Focus and Perseverance Guide the Entrepreneur
  4. THE ROLE OF ENTREPRENEURSHIPS IN SMEs:Kinds of Entrepreneurs
  5. SMALL ENTREPRENEURS IN PAKISTAN:National Approaches
  6. THE DEVELOPMENT OF SMES IN PAKISTAN:The Industrial History of Pakistan
  7. GOVERNMENT’S EFFORT TOWARDS SME DEVELOPMENT:Financing Programs
  8. THIS LECTURE DEFINES THE ROLE OF NGOS AND SMEDA:Mission Statement
  9. ISSUES AND POLICY DEVELOPMENT FOR SME:Monitoring Developments
  10. ISSUES IN SME DEVELOPMENT:Business Environment, Taxation Issues
  11. LABOR ISSUES:Delivery of Assistance and Access to Resources, Finance
  12. HUMAN RESOURCE DEVELOPMENT:Market and Industry Information, Monitoring Developments
  13. MARKET AND INDUSTRY INFORMATION:Measuring Our Success, Gender Development
  14. LONG TERM ISSUES:Law and Order, Intellectual Property Rights, Infrastructure
  15. THE START UP PROCESS OF A SMALL ENTERPRISE:Steps in Innovative Process
  16. TECHNICAL FEASIBILITY:Market Feasibility, Market Testing
  17. FINANCIAL FEASIBILITY:Financial resources and other costs, Cash Flow Analysis
  18. ASSESSMENT OF PERSONAL REQUIREMENTS AND ORGANIZATIONAL CAPABILITIES:Analysis of Competition
  19. Post Operative Problems of a New Enterprise:Environmental Causes
  20. HOW TO APPROACH LENDERS:Bank’s Lending Criteria, Specific Purpose, Be Well Prepared
  21. WHAT A BANK NEEDS TO KNOW ABOUT YOU:General Credentials, Financial Situation
  22. COMMERCIAL INFORMATION:Checklist for Feasibility Study, The Market
  23. GUARANTEES OR COLLATERAL YOU CAN OFFER:Typical Collateral
  24. Aspects of Financial Management:WINNING THE CASH FLOW WAR, The Realization Concept
  25. MEANING OF WORKING CAPITAL:Gross Working Capital, Net Working Capital
  26. RECRUITMENT, SELECTION AND TRAINING:Job Description, Job Specification
  27. SELECTION AND HIRING THE RIGHT CANDIDATE:Application Blank, Orientation
  28. TRAINGING AND DEVELOPMENT:Knowledge, Methods of Training
  29. CONDITIONS THAT STIMULATE LEARNING:Limitations of Performance Appraisal, Discipline
  30. QUALITY CONTROL:Two Aspects of Quality, Manufactured Quality
  31. QUALITY CONTROL:International Quality Standards, MARKETING
  32. MARKETING:Marketing Function, MARKETING PROCESS - STEPS
  33. MARKETING:Controllable Variable, Marketing Uncontrollable, Marketing Mix
  34. MARKETING:Demerits of Product Mix, Development of new product, SMEDA
  35. ROLE OF TECHNOLOGY:Training programmes, Publications
  36. ROLE OF TECHNOLOGY:Measure to Undertake for Promoting Framework.
  37. EXPORT POTENTIAL OF SME IN DEVELOPING COUNTRIES I:Commonly Seen Assistance Programme
  38. EXPORT POTENTIAL OF SME IN DEVELOPING Countries. II:At the national level
  39. WORLD TRADE ORGANIZATION (WTO):WTO Agreements: Salient Features
  40. WTO MINISTERIAL CONFERENCES:PAKISTAN AND WTO
  41. WORLD TRADE ORGANIZATION (WTO) PAKISTAN & WTO. II:International Treaties
  42. WORLD TRADE ORGANIZATION (WTO) PAKISTAN & WTO. III:Agriculture
  43. WORLD TRADE ORGANIZATION (WTO):PAKISTAN & WTO. III
  44. WORLD TRADE ORGANIZATION (WTO):CONCLUSIONS AND RECOMMENDATIONS
  45. SUMMARY & CONCLUSIONS:Financing Tool, Financing Tool