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5. Ability requirements associated to company management
3) Finances, with problems such as: It’s going uphill to organize the financial issue of my business most of the time, it’s one of my weaknesses; I feel uncertain to undertake due to my lack of knowledge in the finance, legal and leadership areas; I have little knowledge on how to manage my business finances.
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Key Findings:
1) The management of all entrepreneurial skills is classified by applicants with a high degree of importance 2) The most valued competencies are accepting responsibilities, being able to negotiate and communicate professionally, as well as understanding and implementing the importance of digital marketing. 3) In relation to sufficiency, there is a clear need to strengthen entrepreneurial skills that will undoubtedly take their ventures to the next level.
As for the importance and the sufficiency of the competences associated to a business management, the following elements come up from the candidate’s answers.
• The importance is presented as a relevant element with 79,2%, very much in line with the sufficiency that, between High/Very High and Moderate, reach 96,8%, which indicates it is very necessary to count on competence for business management. • In relation to risk handling, so needy in times of uncertainty, the answers indicate that the participants in the questionnaire consider it and area to be reckoned with, though not with the same strength as with the previous answer. • Likewise, the Decision Making and Responsibility Acceptance are considered as too necessary for business management; it is complemented with Negotiate and
Communicate Professionally. • As the ability to generate, evaluate and select highly potential business ideas, assertiveness is another one of the emerging elements with more than 90 % of the answers. • The aspect of creating a business plan and presenting it appropriately in front of investors and other interested party emerges with force and must be an area to be considered in the experiential training actions. That is complemented with the capacity to create and execute a marketing plan, with emphasis on the digital. • In view that the questionnaire in this Section counts on seven questions, out of a total of 25, related with prices, costs, balance reading, it seems to be the area of finances and accountability where the candidates, who have replied on the date, present the biggest interest.
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Section V: Skills requirements associated with running a business – Importance and Adequacy
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6.- Knowledge and adequacy of skills requirements associated with running a business business
Key Findings:
1) Most applicants opt for multiple ways of learning to improve their entrepreneurial skills. 2) Although they value diversity, they emphasize the importance of practice as a learning methodology and exchange with other entrepreneurs. 3) The responses also indicate that a percentage above 84% mention the importance that our interviewees give to teaching others their knowledge, which indicates that they will be multipliers of the program and of the good practices learned in it.
• The biggest part of the candidates prefers to have presential presentations in which they can share experiences of other entrepreneurs, combining with online information. • 96% of the candidate entrepreneurs indicate agreeing with learning through experiences. • The biggest part of the candidate entrepreneurs show interest in sharing their experience and knowledge, including through lived trials. • Due to the opinion of our candidates regarding Enterprising Competences and how to fortify them, the clarity that the participants have is evidenced regarding the need to get them, of improving what they have so they can make their idea, entrepreneurship o intrapreneurship have the results that they bring up. For that, learning with the CEFE
Methodology will be the more appropriate solution to close that gap.
Section VI: Upgrading your skills for becoming entrepreneur/intrapreneur –Preferred types of training delivery modes
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7.- Let’s cooperate - Survey participants’ views on how skills could be upgraded and retained
Key Findings:
1) 100% of the participants agreed to be part of the training to upgrade and retain new skills. 2) Most participants requests support from organizations to develops their business.
Most of our candidates agreed on the capacitation need for developing their enterprising capacities, the consolidation of a solid enterprising ecosystem where they can lever up and make their businesses grow, as well as the creation of networking spaces to promote, generate alliances and support networks that, with other entrepreneurs, allow them to complement and support each other.
Another element that they mention frequently is the need of organizations that support, with economic resources, the boost of their business and the creation of legal and economic policies that favor the creation of new companies, with less bureaucracies and norms that encourage the inclusion of the entrepreneurships within a legal framework that supports and helps them grow.
8.- Comparative analysis of “Problems”, “Skill Gaps” and “Knowledge Adequacy” among surveyed
We observe that, even though the candidates consider the 100% of the raised problems, they have experienced, are experiencing, or expect to experience, between low and moderately important, we have to point out it is of high relevance for them to mainly strengthen their enterprising competences, accept responsibilities, understand and implement the importance of digital marketing and the capacity to negotiate; this latter one coincides with one of the raised problems at the end of section IV, in the section, others that have bigger percentage of importance: “handling possible conflicts that come out of the business process.”
Another interesting coincidence, mentioned in said section, are problems of the commercial and marketing area, among which: “taking the business to the next level in sales”, placing the product is a challenge”, establishing a standardized process and sales flow”, taking the business to social media”, finding ideal customers”, that come out to be the 3rd with the highest score, highly important in the enterprising marketing competences: understanding digital marketing, improving sales skills, and the capacity to create a marketing plan.
Another distinguished area was the financial one, where problems arose such as: “many times, it all goes uphill to organize the financial topic”, “my lack of knowledge in the financial area”,
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“financial processes to fulfill”, “scarce handling of financial knowledge”, which they are all directly related with the enterprising competences of high importance for the polled people, in section V: understanding costs, getting to know the profit percentages and the capacity to understand price strategies.
And last, but not least important, another one of the problems mentioned in countless occasions was the need for capital to finance their entrepreneurships, that is related to the enterprising competences of business planning: to be capable to understand, plan, and present a business plan to a panel of investors that, in section, they classify as highly important.
In relation to their preferences to receive the knowledge, the results in many of the polls point out the constant capacitation, of mixed preference that includes the presential modality as much as the virtual one and the mentoring from experts; they made special emphasis in the exchange and interaction with other entrepreneurs in order to create support networks and alliances that allow to strengthen the ecosystem, lever up each other and being multipliers of good practices in the relief generations.
These findings make us happy knowing the CEFE Methodology which is just based on learning through experience, plus the own nature of the GET YES 2 Program where one of the main focus is the exchange of good practices between entrepreneurs and collaborators from all the partner countries.
Another interesting aspects that caught our attention was the support that our entrepreneurs receive in their familiar surroundings, which represents a favorable point that may boost to keep up and continue forward even in the middle of the difficulties, though we also observe that it may be a little tough for them to separate economic and family affairs, and that may represent a limitation to make their entrepreneurs grow, though they decide to move forward assuming calculated risks, aiming at social and economic displacement, coinciding this factor with the high percentage of entrepreneurship in developing countries.
9.- National Survey specific issues
Among the improving opportunities that we observed in the form, we can mention the following:
• The questionnaire didn’t easily allow to get the conclusions that lead us to an objective selection of the candidates; that is why, the work team decided complement it with a second form that would allow to identify with better precision the purpose, intention and projection of the entrepreneurship and, this way, being more objective at the time of select candidates and grant the benefit to those who have the focus on business sensibly, with social, environmental responsibility and moving up in time.
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• We observe some difficulties in text writing at the time of connecting the ideas for a better understanding of the answers that we were trying to get.
• In the section: Personal Characteristics & Business, in question II.2. Business size (number of employees), we considered the range between 1-9 employees too wide, due to the fact that it doesn’t allow with accuracy if it is a starting entrepreneurship or it has been there long.
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ANNEX A: Survey results
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2. Professional characteristics & Business.
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