The Small and Medium Enterprise (SME) Sector -
Catalyst for Growth in South Africa
J.P. Morgan (JPM), through the JPMorgan Chase Foundation, is launching a new initiative focused on small and medium-sized enterprise (SME) growth in collaboration with three core partners: Dalberg Global Development Advisors, Aurik and Raizcorp. Through this partnership, JPM is supporting the provi- sion of business development support (BDS) services to selected entrepreneurs, with the aim of directly stimulating broader job creation and economic growth while gathering evidence on the value and impact of BDS services.
This report was commissioned by JPM and developed in collaboration with Dalberg. It aims to share lessons gleaned from a combination of publicly available data and in-depth interviews with experts on SMEs. It provides the context and rationale for J.P. Morgan's "SME Catalyst for Growth" pilot programme, which is being formally launched in February 2012.
Stimulating Job Creation and Economic Growth
Amid debate about the role of small business as actual
drivers of economic growth, there is strong evidence that
small and growing busi- nesses are critical for job creation
and em- ployment in developing economies.
South Africa is facing an unemployment crisis; at least 25
percent of the population is job- less, with the number
increasing to nearly 40 percent if one includes those that
have given up the search for work. At the same time, the
level of entrepreneurial activity is low in South
Total early stage entrepreneurial activity (TEA2)
Percentage, 2010
34 33
18 17
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Africa when compared to other emerging mar- kets. According to the Global Entrepreneur- ship Report, the level of early-stage entrepre-
South
Africa
Ghana Zambia Brazil Chile
neurial activity is directly related to per capita income. In
2010, South Africa ranked 35th
out of 54 profiled countries, ranging in income levels and
regions, in terms of total entrepre- neurial activity and was
below the average for all participating countries. The report
shows that the level of early-stage entrepreneurial activity
is strongly related to per capita in- come. It was well
behind countries such as Ghana, Zambia, Brazil and Chile in
its ability
to foster successful new businesses1.
Source: Global Entrepreneurship Monitor (GEM)
Report 2010
In his 2011 State of the Nation address, Presi- dent Zuma stated that "the small business sec- tor is a critical component of the job creation drive". The New Growth Path released in De- cember 2010 by Ebrahim Patel, the Economic Development Minister, set job creation as a priority, with a target of creating five million additional jobs in the next ten years. It aims to
South Africa is well behind Ghana, Zambia, Brazil and Chile in its ability to foster successful new businesses.New and established business
Start-up
ownership rate2 25
Percentage, 2010
New
Established
25
17 17
11 13
15
12 11
5 4 2 6 6 6
South Africa Ghana Zambia Brazil Chile
Source: Global Entrepreneurship Monitor (GEM) Report 2010
2
reduce unemployment from 25 percent to 15 percent, largely
through the development of small businesses.
In the absence of a national census, and for
the purposes of this report, data is drawn from existing
studies, including the Finscope Small Business Survey (2010),
as well as the SBP SME Growth Index (2011). According to the
Finscope 2010 study, the SME sector has an estimated 5.6
million small businesses operat- ing in South Africa,
creating 11.6 million total employment opportunities - that
is six million
jobs excluding the small business owners them- selves.
However, the sector is heavily skewed towards
micro-enterprises, with 82 percent of
South African enterprises being micro or very small (as defined by the National Small Busi- ness Act). These businesses are often 'survival- ist' or 'lifestyle' businesses. Two in three busi- ness owners operate their own businesses and do not have any employees. Only 300,000 of the country's businesses employ five or more employees. While medium-sized firms may not produce the bulk of output or production, they generally hire most people in an economy3. Micro and small businesses in South Africa are not achieving the growth required for increased job creation, due to a number of challenges.The focus of this report is the 'small and growing' business sector i.e. small and medium-sized enterprises with the potential for job creation.
Only 6% of small businesses had 5 or more employees, but contributed 26% more to jobs.Size of small businesses in South Africa
Number of employment opportunities created
67%
Business owners
Additional opportunities
8,0
5,3
22%
3,7
0,3
2,7
3,4
5% 5%
0 1 to 2 3 to 4 5 to 10 11 +
Number of employees
(excluding business owners)
Fewer than 5 employees
5 or more employees
Source: Finscope Small Business Survey 2010
3
Challenges to SME Growth
"
To fully realise the potential of SMEs, the sector needs to be approached with a fresh perspective at-
tuned to the challenges it faces. There is a need for the focus to shift from the available collateral in the business to the viability of the business and the ability of the entrepreneur. Each business needs finance tailored to their unique challenges. In addition to this, the business owner needs access to the expertise and market knowledge required to make their business a success."
- Guido Boysen, CEO of GroFin Africa (2010)
SMEs face numerous challenges in terms of access to finance,
market access, skills and networks, and the enabling
environment. Many businesses face financial constraints and
cash flow uncertainty. Businesses often lack the collateral
and financial records (e.g. audited financial statements)
required for loans from commercial banks. Application
processes tend to be bureaucratic. There are high transaction
costs and a lack of aware- ness about the procedures involved
in gaining financing. These challenges are evident in the
fact that 75 percent of applications for credit by new
businesses are rejected and only two
percent of new SMEs are able to access loans4,
whilst only only 2% of businesses seeking private equity are
successful5.
Among actors seeking to promote SME growth, there has been
much attention fo- cused on providing debt and equity
financing for businesses to succeed and achieve scale. The
banking system remains the main source of capital to start
and grow businesses. Fin- scope estimates that 47 percent of
business owners are formally banked through commer- cial
banks. There are also a number of publicly funded
entrepreneurial support instruments that provide grants and
debt and equity solu- tions to SMEs. In 2011, Finance
Minister Pravin Gordhan stated that government sup- port to
businesses would include R600 mil- lion for enterprise
investment incentives. Sup- port for small businesses would
be provided through the South African Micro-finance Apex Fund
(R282 million over three years) and Khula Enterprise (R55
million). Patient capi- tal is available through development
finance
institutions (DFIs), micro-finance institu- tions, Corporate
Social Investment Grants and foundations. The venture capital
(VC) space is growing with an estimated R2.6 billion in-
vested in the VC asset class between 2000 and
2010, 50 percent of which went to businesses in the start-up
phase6. EEnterprise Develop- ment (ED) is one of
the elements contained within the Black Economic Empowerment
(BEE) scorecard, and has a target contribution of 3% net
profit after tax per annum. Corpora- tions contribute a large
amount to the sector through enterprise development. For
exam- ple, Standard Bank South Africa contributed R35 million
in 2010.
While it is true that capital is essential and plays a key
role in the ability of a business to progress, it is not the
only necessary ingredi- ent for success. There are
non-financial barri- ers for SMMEs in South Africa which
hinder growth.
The enabling environment is a key bar- rier to growth. Crime
and theft ranked as the third highest obstacle to growth for
business owners in the Finscope survey. Labour regula- tions
are inflexible, impose a high minimum wage for staff and
often result in difficulties with unions and strikes. Poor
infrastructure
is often a constraint, with issues such as high energy costs
and lack of consistent electricity supply, high cost and/or
limited availability of transport. In Finscope, competition
is ranked as the third greatest obstacle to growth for
businesses7. This shows that businesses are
unable to deal with natural market competi-
tion by finding defensible niche markets and
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products. The economic slowdown has had a negative impact on
business growth, with 40 percent of businesses surveyed for
the SBP "SME growth Index 2011" highlighting this as the
primary barrier to growth.
This shows that businesses are unable to deal
with natural market competition by find- ing defensible niche
markets and products. The economic slowdown has had a
negative impact on business growth, with 40 percent of
businesses surveyed for the SBP "SME growth Index 2011"
highlighting this as the primary barrier to growth.
Also, businesses often lack the necessary knowledge and
networks required to be successful in a particular market or
industry. They are unsure of what product or service should
be sold in the market, and do not know how to attract and
retain a sufficient customer base. Financial constraints
hinder enterprises'
"
ability to grow management capacity and staff base. The
Finscope study highlights this, par- ticularly in start-up
businesses. When starting up, 44% of business owners cite
money-related matters and 50% cite business strategy as their
main obstacles8. Even the "money-related"
challenges are less a problem of availability of capital, and
more to do with entrepreneurs' lack of awareness of financing
instruments
and limited skills and knowledge on who to approach. Without
support, the likelihood of these entrepreneurs creating
competitive and sustainable businesses is slim.
SME experts identify business support as a priority focus
area for the South African SME sector, and a range of
individuals and organ- isations have responded by providing a
range of services broadly referred to as business development
support (BDS). These organisa- tions have the potential to
address the barriers to SME growth.
In reality, it is the ability of the entrepreneur to identify the factors that dictate the conditions and
circumstances under which a business should thrive and take appropriate courses of action that
ultimately leads to the success of the business. In short, it is a matter of skill and aptitude."
- The Entrepreneurial Dialogues: State of Entrepreneurship in South Africa. 2010. GIBS, Endeavor, FNB.
Business Development Support as a Catalyst for Small Business Growth
In South Africa, BDS providers have the potential to provide
small businesses with much needed skills to address these
chal- lenges. They can help address management and strategic
challenges through provision of training and ongoing advice
to business
owners. However the market itself faces some constraints.
On the demand side, the high cost of BDS services can
discourage business owners from using them. There is also a
strong perception of limited value for money for all these
servic- es, which affects uptake for even high quality
providers. This is likely linked to experiences
with the poor quality interventions available in the market.
Businesses face diverse chal- lenges and have differing
needs, and as such require tailored services. Some businesses
may require short-term technical support on a specific
system, while others need broader strategic support. On the
supply side, the market is fragmented, with multiple
players
varying in size, scope and quality. No nation- al quality
controls or standards exist in the current market. There is
limited data avail- ability on the outcomes of BDS provision,
due largely to weak monitoring and evaluation systems to
track BDS relative strengths and weaknesses. There is a lack
of transparency in
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the sector, with providers and financiers hesi- tant to share
results. Businesses have limited knowledge of these services,
often resulting in low uptake. The asymmetry of information
is clear in the Finscope survey, wherein 75 per- cent of
small business owners stated that they
were not aware of business support organisa- tions, and 94
percent have not made use of these services. Small business
owners who
did make use of support organisations were most likely to get
support and advice relating
to starting up a small business9.
New Initiative to Help Address These Issues
Based on these findings, the SME Catalyst
for Growth programme was designed to help drive employment
generation and economic growth in South Africa by improving
access to effective BDS. It seeks to increase the amount of
funding available for high-quality providers of BDS that will
be used to provide support for growing South African
enterprises. Simultane- ously, it aims to introduce greater
transpar- ency and awareness of the potential benefits
as well as the relative merits of different types of BDS
offerings available in the market.
The programme design began with the iden- tification of 35
leading organizations that provide support to small
businesses through a total of 62 individual interventions.
This
subset of the broader market of providers was selected to be
representative of the market in terms of type of services,
scale, quality and stage of business growth served. The
organi- zations were segmented into four categories
of support: (1) access to finance, (2) market access, (3) BDS
and (4) enabling environment. Across all categories, 53
percent of interven- tions were focused on the start-up
phase, and
68 percent on micro to small enterprises10.
Given the importance of capacity for business growth, the
analysis focused primarily on BDS. Within BDS, services
ranged from shorter- term management and business training
courses to mentoring and coaching to tech- nical skills
training, with almost 50 percent
of the interventions focused on start-ups11.
Through desk research and expert input, seven
high-potential partners were short-listed,
based largely on their strong reputations and track records
within the space. These provid- ers were then evaluated
according to four criteria: