Publication: Missing Information: Why Don’t More Firms Seek Out Business Advice?
Loading...
Date
2022-10
ISSN
Published
2022-10
Author(s)
Piza, Caio
Editor(s)
Abstract
Seeking out business advice, for example through classroom training or consulting, can be a profitable investment. Previous research has found that obtaining business advice through classroom training or one-on-one consulting can increase profits and sales, and firms can recover the cost of training in one to three years. Yet, many firms do not take up business training, even when it is heavily subsidized. Anecdotal evidence suggests that one reason for this low take-up is lack of information on business practices and on the benefits of improving these practices. The authors collaborated with the Parana office of the Brazilian Micro and Small Business Support Service (SEBRAE-PR), to test empirically whether providing more information on business practices can lead firms to seek out advice and improve their performance.
Link to Data Set
Citation
“Piza, Caio; Bruhn, Miriam. 2022. Missing Information: Why Don’t More Firms Seek Out Business Advice?. Finance & PSD Impact;Issue 61. © World Bank. http://hdl.handle.net/10986/38165 License: CC BY 3.0 IGO.”
Associated URLs
Associated content
Other publications in this report series
Journal
Journal Volume
Journal Issue
Collections
Related items
Showing items related by metadata.
Publication Missing Information(Washington, DC: World Bank, 2022-09)This paper tests whether providing more information on business practices can lead firms to seek out advice and improve their practices. The authors collaborated with a business advice provider in Brazil to implement a randomized experiment with 866 small firms. The treatment groups received different versions of an information sheet that benchmarked business practices to other firms and listed five practices to improve. Receiving any information sheet increased demand for business advice by 7 percentage points, relative to 21 percent in the control group in the first six months, suggesting that information matters for seeking out advice. However, the control group catches up over the next 12 months. The intervention did not affect business practices and performance outcomes, but it decreased the fraction of firms that report being happy with their performance.Publication The Impact of Consulting Services on Small and Medium Enterprises : Evidence from a Randomized Trial in Mexico(World Bank, Washington, DC, 2013-06)Using a randomized evaluation with 432 Mexican small and medium enterprises, this paper shows that access to management consulting led to better firm performance: one-year results show positive effects on return-on-assets and total factor productivity. Owners also had large increases in "entrepreneurial spirit" (an entrepreneurs' managerial confidence index). Using Mexican social security data, the analysis finds a large increase in the number of employees and total wage bill several years after the program. The paper documents large heterogeneity in the specific managerial practices that improved as a result of the consulting, but there is no singular mechanism as a panacea for all firms.Publication Why Banks in Emerging Markets Are Increasingly Providing Non-financial Services to Small and Medium Enterprises(Washington, DC, 2012)Banks in emerging markets are increasingly providing non-financial services to their SME clients, typically consisting of information sharing, training and consultancy. This study, published by IFC in partnership with the Austrian Government, is the first to explore reasons behind this trend, finding that banks' key motivations include attracting and retaining customers, and strengthening portfolio quality. The report consists of an overview followed by case studies of three banks, namely Türk Ekonomi Bankasý (TEB), Standard Chartered Bank (SCB), and ICICI Bank. It is estimated that there are 365 to 445 million formal and informal micro, small, and medium enterprises, with a subset of 25 to 35 million formal SMEs, in the developing world. Of these, 70 percent do not use external financing from financial institutions, although they are in need of it. Approximately 85 percent suffer from credit constraints.Publication Increasing the Participation of Women Entrepreneurs in the Solomon Islands Aid Economy(Washington, DC, 2011)International aid flows are equivalent to almost half of Solomon Islands' economy, making it one of the most aid-dependent countries in the world. Around US$250 million of non-military aid enters the country, but only 15-20 percent of this amount is spent locally through local procurement or staff expenditure. Solomon Islands are currently highly reliant on logging for export receipts, Government revenues, and employment. But existing stocks of natural forest logs are expected to be entirely exhausted by 2014. The Solomon Islands Government approached the World Bank Group to identify alternative sources of revenue, foreign exchange receipts, and employment in the absence of logging. In responding to this request, the World Bank Group has undertaken extensive analytical work examining short and medium-term prospects for economic growth in Solomon Islands, under the sources of growth project. This report contributes to the sources of growth work, and is informed by its findings. A key conclusion arising from sources of growth analysis is that aid is likely to remain a key part of the Solomon Islands economy for the near future. The existence of an international security guarantee, backed by the presence of an international peacekeeping force, is paramount for security, and investment certainty. In the absence of clear or certain alternatives to logging, and in the context of rapid population growth, current levels of service delivery will continue to depend on high levels of aid expenditure.Publication Making Reforms Work in the Caribbean : A Collective Action Approach to Growth(World Bank, Washington, DC, 2014-01)The Caribbean Growth Forum (CGF) was thus designed to respond to these concerns: to be both a forum of dialogue to identify needed reforms, and a catalyst for the implemen¬tation of agreed reform priorities, creating the needed accelerators to make reforms happen, while keeping in mind the political economy factors that have impeded reforms in the past. Since inception, the CGF process has been solidly grounded on few core principles: (i) tailor¬ing: the approach is based on locally defined problems and solutions (home grown); (ii) ac¬tion-orientation: prioritization and sequencing of reforms (e.g., combining gradual reforms with longer term structural changes) and their translation into clear, achievable and measur¬able targets, dashboards and roadmaps for implementation; (iii) transparency: making both targets and the process public to increase participation and shared commitments, thus creat¬ing a routine culture of public reporting to track progress openly (introduce behavioral chang¬es); (iv) flexibility: to ensure that the process allows for adjustments if targets are not reached and to create space for innovation; and (v) accountability: infusing a sense of shared re¬sponsibility across the coalition that is supporting change, thus moving from a blaming cul¬ture to a culture of finding solutions by doing; and, eventually, anchoring the process around a small group of responsible government officials and support them in delivering policies.
Users also downloaded
Showing related downloaded files
Publication Remarks at the United Nations Biodiversity Conference(World Bank, Washington, DC, 2021-10-12)World Bank Group President David Malpass discussed biodiversity and climate change being closely interlinked, with terrestrial and marine ecosystems serving as critically important carbon sinks. At the same time climate change acts as a direct driver of biodiversity and ecosystem services loss. The World Bank has financed biodiversity conservation around the world, including over 116 million hectares of Marine and Coastal Protected Areas, 10 million hectares of Terrestrial Protected Areas, and over 300 protected habitats, biological buffer zones and reserves. The COVID pandemic, biodiversity loss, climate change are all reminders of how connected we are. The recovery from this pandemic is an opportunity to put in place more effective policies, institutions, and resources to address biodiversity loss.Publication South Asia Development Update, April 2024: Jobs for Resilience(Washington, DC: World Bank, 2024-04-02)South Asia is expected to continue to be the fastest-growing emerging market and developing economy (EMDE) region over the next two years. This is largely thanks to robust growth in India, but growth is also expected to pick up in most other South Asian economies. However, growth in the near-term is more reliant on the public sector than elsewhere, whereas private investment, in particular, continues to be weak. Efforts to rein in elevated debt, borrowing costs, and fiscal deficits may eventually weigh on growth and limit governments' ability to respond to increasingly frequent climate shocks. Yet, the provision of public goods is among the most effective strategies for climate adaptation. This is especially the case for households and farms, which tend to rely on shifting their efforts to non-agricultural jobs. These strategies are less effective forms of climate adaptation, in part because opportunities to move out of agriculture are limited by the region’s below-average employment ratios in the non-agricultural sector and for women. Because employment growth is falling short of working-age population growth, the region fails to fully capitalize on its demographic dividend. Vibrant, competitive firms are key to unlocking the demographic dividend, robust private investment, and workers’ ability to move out of agriculture. A range of policies could spur firm growth, including improved business climates and institutions, the removal of financial sector restrictions, and greater openness to trade and capital flows.Publication Economic Recovery(World Bank, Washington, DC, 2021-04-06)World Bank Group President David Malpass spoke about the world facing major challenges, including COVID, climate change, rising poverty and inequality and growing fragility and violence in many countries. He highlighted vaccines, working closely with Gavi, WHO, and UNICEF, the World Bank has conducted over one hundred capacity assessments, many even more before vaccines were available. The World Bank Group worked to achieve a debt service suspension initiative and increased transparency in debt contracts at developing countries. The World Bank Group is finalizing a new climate change action plan, which includes a big step up in financing, building on their record climate financing over the past two years. He noted big challenges to bring all together to achieve GRID: green, resilient, and inclusive development. Janet Yellen, U.S. Secretary of the Treasury, mentioned focusing on vulnerable people during the pandemic. Kristalina Georgieva, Managing Director of the International Monetary Fund, focused on giving everyone a fair shot during a sustainable recovery. All three commented on the importance of tackling climate change.Publication Media and Messages for Nutrition and Health(World Bank, Washington, DC, 2020-06)The Lao People’s Democratic Republic (Lao PDR) has experienced rapid and significant economic growth over the past decade. However, poor nutritional outcomes remain a concern. Rates of childhood undernutrition are particularly high in remote, rural, and upland areas. Media have the potential to play an important role in shaping health and nutrition–related behaviors and practices as well as in promoting sociocultural and economic development that might contribute to improved nutritional outcomes. This report presents the results of a media audit (MA) that was conducted to inform the development and production of mass media advocacy and communication strategies and materials with a focus on maternal and child health and nutrition that would reach the most people from the poorest communities in northern Lao PDR. Making more people aware of useful information, essential services and products and influencing them to use these effectively is the ultimate goal of mass media campaigns, and the MA measures the potential effectiveness of media efforts to reach this goal. The effectiveness of communication channels to deliver health and nutrition messages to target beneficiaries to ensure maximum reach and uptake can be viewed in terms of preferences, satisfaction, and trust. Overall, the four most accessed media channels for receiving information among communities in the study areas were village announcements, mobile phones, television, and out-of-home (OOH) media. Of the accessed media channels, the top three most preferred channels were village announcements (40 percent), television (26 percent), and mobile phones (19 percent). In terms of trust, village announcements were the most trusted source of information (64 percent), followed by mobile phones (14 percent) and television (11 percent). Hence of all the media channels, village announcements are the most preferred, have the most satisfied users, and are the most trusted source of information in study communities from four provinces in Lao PDR with some of the highest burden of childhood undernutrition.Publication Making Procurement Work Better – An Evaluation of the World Bank’s Procurement System(Washington, DC: World Bank, 2024-12-06)This evaluation assesses the results, successes, and challenges of the World Bank 2016 procurement reform. Procurements acquire the works, goods, and services necessary to achieve the World Bank’s project development outcomes. The World Bank’s procurement processes must ensure that clients get the best value for every development dollar. In 2016, the World Bank reformed its procurement system for Investment Project Financing and launched a new procurement framework aimed at enhancing the Bank’s development effectiveness through better procurement. The reform sought to reduce procurement bottlenecks impeding project performance and modernize procurement systems. It emphasized cutting edge international good practice principles and was intended to be accompanied by procurement capacity strengthening to help client countries. This evaluation offers three recommendations to scale up reform implementation and enhance portfolio and project performance: (i) Improve change management support for the reform’s implementation. (ii) Strategically strengthen country-level procurement capacity. (iii) Consistently manage the full spectrum of procurement risks to maximize project success.