Solve Funding Issues to Finance SME’s Growth Plans

SME’s are developing rapidly and flourishing enormously worldwide. Since its initiation and establishment, there some extremely important and basic requirements to be met and adopted. These requirements include; infrastructure and employment requirements, a developed information technology infrastructure along with funding sources, which is the most important aspect of the sustainability of these SME’s.

Funding sources are the strengthening pillars for such small and medium-sized enterprises.

SME (small to medium enterprise) is a convenient term for categorizing businesses and other organizations that are somewhere between “small office-home office” (SOHO) size and the larger enterprise.

Unavailability of timely and adequate funds has an immense adverse effect on the growth of these SME’s which in turn affects the growth of the Indian economy. Such insufficient funding sources serve as the crucial barrier in the development and sustenance of SME’s.

The economic development in India is hugely dependent on the performance of small or micro and medium enterprises. They are the powerhouse of innovation, entrepreneurial spirit and enormous talent, which is required for the nation’s development in the economic sector.

Indian SME sector:

This sector contributes to the industrial output, provides employment to masses. They also contribute widely in exports. These organizations produce quality products for national and international markets.

The presence of SME’s is greatly acknowledged. The manufacturing sector is rapidly advancing because of the contribution of these organizations.

Undoubtedly, these SME’s are performing their best, despite their limited sources. Still, there are multiple cases of these organizations facing funding issues.

The solution for funding issues faced by SME’s:

The government has been taking initiatives like setting up the National Manufacturing Competitiveness Council, announcing National Manufacturing Policy (NMP) and much more to energize and boost the manufacturing sector.

Banks have made stable strides to support SME’s. However, such approaches by banks for funding are limited and restricted because by controlling and managing risk, they ultimately create value. Thus, banks are not always a rightful solution as a funding source.Access to capital markets is rare, in the case of SME’s. Therefore, such organizations hugely depend on borrowed funds from some financial institutions and banks.

Mostly commercial banks provide extended working capital and financial institutions provide investment credits. Universal banking services, working capital, and term loans are becoming available for SME’s for funding.Meanwhile, the traditional requirements of finance are still actively in use, for creating the asset and working capital.Globalization is generating a demand for introduction and development new financial and support services.

The RBI should issue necessary guidelines to all banks on credit flow. Moreover, the Government should work rigorously to create an environment conducive for growth for the SMEs that restrains the need for capital and debt.

Setting up SME-targeted banks that provide priority to lending to the SME sector.

Financing schemes for SMEs can be formulated and be beneficial. These might be highly risky, but promises great returns. There is also a need for a reduction in the interest rates. SMEs has been paying high-interest rates for bank loans. The loan structure should restructure, on an urgent basis as lower interest rates are an extremely important need for SME’s.

Delayed payments are yet another major area of concern for SME’s that lead to reduced working capital.

Recycling of funds and various business operations are majorly affected due to delay in dues settlement. Defaulting customers are mostly large enterprises and the SMEs due to fear of losing business are not able to report against them.

An automated portal could be established by the government, wherein SMEs makes available their customer detailings.The government can also send automated reminders to defaulting organizations, in the cases of payment defaults.

As it is well known all over that, for the government, the Budget is an occasion to set up new financial goals and economic goals, allocate financial resources and provide policy directions. During Budget presentations, the Finance Minister announces new policies, schemes, projects and allocates finance for the development of several sectors of the economy, to meet the overall goals of socioeconomic growth.

For SMEs, the potential sources of finance are very limited. However, their usefulness is limited because of mostly practical problems. Crowdfunding also supplies chain financing are some funding sources.

Some more funding sources for SME’s

The owner, family, and friends of SME

An excellent source of finance. Mostly, such investors, invest not just for financial gains and are willing to accept lower returns than other investors. However, the key limitation, for most of these organizations, is that, that the finance they can build personally, from friends and family, is limited.

Trade credit

SMEs can take credit from their respective suppliers. It is however just short-term and, if the suppliers are big companies who have identified and categorized them as potentially risky SME, the possibility to extend may be limited, for the credit period.

The business angel

A wealthy individual who is willing to take the risk of investing in SMEs. However, they are just found in rarity. Once such an individual is interested they can become useful to the SME, as they have great business plans and contacts.

Factoring and invoice discounting

These sources help the organizations to raise finance. It is only short-term and is mostly more costly than an overdraft. However, with the SME growth rate, their receivables will grow thereby the amount they can borrow from invoice discounting will also rapidly growing.

Leasing

Leasing assets is a better option rather than buying.them, as it avoids to raise the capital cost. However, leasing is mostly possible on tangible assets.

Listing

An SME can become quoted by acquiring a listing on the stock exchange. Thus, raising finance would become less of an issue. But before listing can be considered the organization must grow to the considerable size that a listing is feasible.

Supply chain financing

SCF is new and is somehow different than the methods of traditional working capital financing, such as offering settlement discounts, as it promotes collaboration between the buyers and sellers in the supply chain.

The venture capitalist

A venture capitalist organization is mostly a subsidiary of a company that has worthy cash holdings and might need to be invested. Such subsidiaries are at high-risk, potentially high-return part of their investment portfolio. To attract venture capital funding, such organization has to have a business strategy and idea, that may help to create, high returns that the venture capitalist is seeking. Thus, operating in regular business, venture capitalist financing may be impossible for many SME’s.

The above mentioned are the various solutions for SME’s to deal with the issue insufficient funding sources.

Indian SMEs Set Their Sights on the UK Market

The United Kingdom (UK) is one of the leading export destinations for Indian small and medium enterprises (SMEs) across most industry verticals. This region is also one of the most favoured markets for small scale optical goods manufacturers and exporters. The eyewear market in the UK has witnessed a rapid growth over the past few years. This provides ample opportunities for Indian small and medium optical goods suppliers and exporters to reap maximum benefits.

The UK accounts for a substantial share of the total Indian exports. Textiles, readymade garments, footwear, gems and jewellery, leather goods, engineering goods, metals and optical goods constitute the chief items exported by India to UK. The India-UK trade figure touched £6,737 million in 2007. Strengthening bilateral relations has proved to be mutually beneficial for both UK and Indian SMEs across diverse verticals, including the eyewear industry.

Indian small scale optical goods Manufacturers and suppliers should further capitalise on the healthy trading relationship between the two countries to expand their business. There is immense scope for optical equipment makers and frames suppliers since the spectacle sector accounts for more than 63.2% of the UK eyewear market. Increasing their frames supplies and export of sunglasses can help Indian eyewear companies increase their market share in the UK.

In order to attract the attention of UK buyers, Indian companies must focus on adopting the latest technology in production of lenses, glasses, optical frames and magnifiers. Photochromatic lenses, designed using variable tint optics technology to protect eyes against harmful rays, are also in great demand in the UK market. Besides, stylish sunglasses, rimless frames and bigger acetate frames in vibrant colours are also in much vogue in the UK. Given the high level of fashion consciousness among people in the UK, Indian eyewear designers must focus on introducing bright, multi-coloured and attractive designs of sunglasses.

Small scale lens and optical makers can also introduce a wide range of lenses including single vision, bi-focal, multi-focal or progressive lenses, high-index lenses, polycarbonate lenses, anti-reflective coatings, tinted lenses and polarised lenses, which are much in demand in the UK market. Small and medium eyewear companies should focus on introducing improved optical goods keeping in mind factors like functionality, wearability, style, comfort and durability in order to gain a foothold in the UK eyewear market.

Indian SMEs Capitalising on Armenian Avenues

In the Soviet era, Armenia was a highly industrialised nation and a leading manufacturer and exporter of textiles, machine tools and automotive components. Following the disintegration of Soviet Union, Armenia shifted its focus to the agriculture sector that was once an insignificant segment of the economy.

Today, Armenia is known for its stable economy, steady growth and openness towards privatisation. The country is also an important energy exporter to a number of European and Asian nations. Owing to the investment friendly climate in Armenia, several Indian SMEs are eyeing this Central European country for trade and investment opportunities.

In recent times, India has become an important Asian trading partner of Armenia. Notably, total exports from India to Armenia in 2008 were pegged at around $48.9 million, while Armenian exports to India during the same period hovered at around $2.4 million.

India’s export basket for Armenia consists of electrical equipment, plastics, pharmaceuticals, chemical goods and optical equipments. Alternately, Armenia exports raw rubber, textiles, books and non ferrous metals to India.

Sectors of growth

According to market experts, India and Armenia are yet to tap the opportunities that exist in bilateral trade. Indian SMEs in the IT sector can enter into strategic alliances with their Armenian counterparts for knowledge-sharing and technology transfer. Armenia too has sought assistance from Indian SMEs in the IT segment to boost its evolving IT industry.

Armenia is a lucrative trade destination for Indian SMEs engaged in the textiles sector. By setting up manufacturing units in Armenia, Indian SMEs can gain easy access to the Commonwealth of Independent States (CIS) countries that do not levy taxes on Armenian goods.

The thriving gems and jewellery sector in Armenia is another segment that Indian SMEs, particularly those engaged in exporting diamond can explore. Armenia imports raw diamonds primarily from Russia. Indian diamond exporters can strengthen their foothold in the gems and jewellery sector by supplying their B2b Productsin the Armenian market.

Promoting bilateral Trade Leads

To promote increased economic exchanges between the two countries, the Armenian embassy in India initiated a “four plus one” policy of sector-specific cooperation. Under this policy, Armenia has sought assistance from India to boost its four key sectors. These include IT, agriculture, science and technology (S&T) and SME.

India is assisting Armenia by conducting training programmes on a regular basis. With both countries adopting a positive approach to enhance trade relations, Indian SMEs can be optimistic about their growth prospects in Armenia in the near term.

Uganda Opens Avenues of Growth For Indian SMEs

Over the years, Uganda has made a successful transition from an agriculture-based to an industrialized economy. Since 1987, the Ugandan government has actively undertaken economic reforms to facilitate overall economic development.

As a result, Uganda has recorded an average economic growth rate of 6.5% per annum in the last decade.[1] Today, this country is ranked as one of the fastest growing nations in the African continent.

The economic policy changes initiated by the Ugandan government have played an important role in boosting production and export earnings. Significantly, Uganda’s gross domestic product (GDP) growth rate in 2008 was pegged at around 6.9%.

Uganda’s business-friendly environment, diversified economy and openness to foreign direct investment (FDI) are making it a lucrative destination for Indian SMEs.

Trade relations

India is one of the most prominent trade partners of Uganda. It exports coffee, tea, sugar, inorganic chemicals, automobile components, sports goods, plastic and rubber to Uganda.

Alternatively, Uganda’s export basket for India comprises commodities like spices, cocoa, wood, wool, cotton, ceramic products, leather, copper, boilers, machinery and mechanical appliances

In recent times, there has been a sharp rise in Indo-Ugandan joint ventures and trade collaborations. Notably, Indo-Uganda bilateral trade has increased from $112.06 million in 2006-07 to $168.76 million in 2007-08.[3] Riding on this stupendous growth witnessed in recent times, industry experts opine that Indo-Uganda bilateral trade will double in less than 5 years.

Areas of trade and investment

Given the high demand for Indian products in Uganda, Indian SMEs can tap the business opportunities present in sectors such as textiles and garments, pharmaceuticals, glass, paper, leather and food processing.

Indian SMEs can further make inroads into the Ugandan market by exploring the mining sector. Uganda has large unexplored deposits of minerals such as gold, tungsten, cobalt, iron ore and kaolin.

In addition, Indian SMEs in the hospitality and tourism sectors can cash in on the surging demand for luxury resorts, serviced apartments and business hotels in Uganda and expand their operations in the African nation.

Considering that there is nearly 50% bed capacity deficit in the 3-5 star hotel categories in Uganda, Indian hoteliers can venture into this market to bridge the demand supply gap.

Realizing the abundant scope of growth for both Indian and Ugandan SMEs, governments on both sides have agreed to facilitate increased cooperation between the SMEs in the two countries.

At a recently held India-Africa business summit in New Delhi, India has committed U$500 million for Ugandan projects from its Aid to Africa budget.

The Case For Privatisation and SMEs in Nigeria and Sub-Saharan Africa

In the first five years of this decade, 37 countries in Sub-Saharan Africa together raised more than $11 billion through privatisation programmes. Although the bulk of this corpus was raised in low-value transactions in competitive sectors, the figure puts the region next only to Europe and Latin America in global privatisation trends. While Africa, Ghana and Zambia were among the top contributors, Nigeria takes the undisputed lead. Africa’s third largest economy contributed more than 70% of the $975 million generated between 2004 and 2005, most of it through a single deal involving the disinvestment of a major port operation.

Across Africa, privatisation had become the guiding principle for countries trying to develop dynamic private sectors and expand their economies. Yet, countries continue to face tough challenges in terms of disappointing social indicators, deficient infrastructure and huge productivity shortfalls. Essentially, the continent’s integration into the global economy had been held back by extreme poverty, especially in the Western regions where it continues to vitiate attempts at sustainable development.

Nigeria has managed to lead the pack in aggressive privatisation in Africa based on the realisation that it is the only relevant and economically viable means towards rapid and inclusive growth. Since the return of civilian rule at the end of the last century, Nigeria has also prioritised poverty alleviation based on sound macroeconomic policy interventions. The thrust of its endeavour has been on curbing state expenditure and involvement in direct economic production, mobilisation of resources and promotion of local and foreign investment. However, given its overwhelming dependence on oil exports and the gross mismanagement that marked successive decades of military rule, Nigeria faces a dizzyingly uphill climb.

While its intention for economic reform has never been in question, Nigeria’s track record in handling privatisation deals has been rather chequered. The broad parameters of its initiative drew on past successes elsewhere in the world, from the UK to Russia, and from Europe to the USA and Asia. Nigeria’s formal introduction with the concept came about with the Privatisation and Commercialisation Decree of 1988, an initiative mandated by the IMF-funded Structural Adjustment Programme. In 1999, the Bureau of Public Enterprise (BSE) was set up by federal government enactment to prepare and implement the government’s privatisation policies. Embarrassingly, a number of the first privatisation deals ended in fiasco.

The government of former president Obasanjo sold off two refineries to a private consortium, but the sale was later overturned by the administration of Late President UM Yar’Adua over allegations of wrongdoing. Subsequent efforts to privatise refineries have had to be stalled because of policy loopholes. Disinvestment of the Nigerian public sector telecom monopoly NITEL ended in disaster when the company suffered huge losses and failed debt obligations, forcing the government to retake control earlier this year. The now defunct national carrier, Nigerian Airways, likewise failed to take off despite several attempts at commercialisation. Besides indicating ineptitude in policy and implementation, these instances, more importantly, serve to highlight the extensive failure of big business in Nigeria.

In the US, small firms with less then 500 employees account for 99.9% of the country’s 24 million business. SMEs in the European Union together provide 65 million jobs or two-thirds of all employment, while 90% of all Latin American businesses are micro-enterprises. Nearer home in Kenya, 2003 figures reveal SMEs contributed 18% of national GDP. Considering global trends in the last several decades, the arguments in favour of SMEs over large enterprises are simply overwhelming. Rapid enterprise development in an atmosphere conducive to private sector growth is the only way Nigeria can hope to achieve it MDG commitments or its indigenous Vision 2020 goals.

The benefits arising out of privatisation are too crucial for Nigeria to ignore in the context of its long-term growth plans:

• Depending on prudent implementation, privatisation can help strengthen capital markets by widening local ownership through reservation of shares for citizens.

• Many governments have successfully reduced national debt by raising money through disinvestment and related instruments, curbing the need for subsidies and tax concessions.

• Privatisation engenders healthy competition that helps expand markets, establishes best practices and improves production and service standards.

• World Bank research confirms substantial performance improvement in private enterprises with the removal of administrative constraints typical of public sector operation.

• Developing countries like India and Brazil with strong commitment to free markets have succeeded in acquiring massive foreign investment by privatising public sector monopolies.

Foreign direct investment in Africa jumped from less than $1 billion in 1995 to $6.3 billion in 2000. Although this makes for a healthy increase, the flow of investment into Nigeria and the rest of sub-Saharan Africa remains curtailed because of local restrictions. The region lacks competitive markets and consistent regulatory frameworks that provide the right atmosphere for privatisation. Considering its past experiences, it is imperative that Nigeria formulate effective public sector reforms before pushing ahead with any further sale of public assets. Moreover, such measure must be undertaken as part of a larger effort at promoting economic efficiency.

The privatisation of utilities and large public-sector infrastructure tends to throw up even harder challenges. Nigerian lawmakers must be particularly concerned about strengthening institutional mechanisms that regulate market operations. This entails reinforcement of administrative and legal systems, capacity building of implementation agencies and reduction of corruption and political interference. The failed disinvestment of Nigeria’s flagship RORO Port in Lagos is a case in point when it comes to demonstrating the pitfalls in the privatisation process in this corner of the world.

The three separate facilities at the Lagos port that handle an estimated 180,000 tonnes of annual cargo was under private operation for a number of years. The owners showed huge salary expenditure to explain dismal profits averaging just over $40,000 annually, forcing the Nigerian Port Authority to resume control. Within a year and without any further investment, profits had jumped back up to over $1 billion.

Although shocking, such incidents suggesting massive corruption have regularly punctuated Nigeria’s economic recovery. Some estimates go so far as to say that 70 Kobo of every Naira the federal government spends is absorbed by the very bureaucracy that it meant to deliver it. Whatever the direction of its privatisation policies, governance in Nigeria is as much in need of radical reforms as its economy!

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