1. BUSINESS DEVELOPMENT SERVICES
EDWARD RWEGOSHORA
ARUSHA - TANZANIA

2. WHAT IS BDS?
Is the process of accurately understanding of the situation of SMEs and respond appropriately to their needs by developing and imparting offering which bring Positive Sustainable CHANGES/solution to them (SMEs)
KEY POINTS
Accurately understanding of the situation of SMEs
Properly Respond appropriately to their needs
Developing and imparting Services/Offering which bring sustainable solution
Bring POSITIVE CHANGES
Sustainable Development / growth

3. WHY THIS?
BRIDGING the gaps BETWEEN various factors affecting SMEs growth and development AND Business development/growth levels / stages
BDS
SMEs’
GAPS / FELT
BUSINESS DEVELOPMENT

4. WHAT FACTORS AFFECTING SMEs GROWTH AND DEVELOPMENT?
SMEs GAPS/ FELTS
Improper Internal Management and Capacities
Poor Business Development and Management Knowledge and Skills
Poor Financial knowledge and Skills /Capacities
Lack Enablers, Relationship and Linkage

5. SECTION 1

6. 1. AREAS OF BDS

7. WHAT DO WE OFFERES TO ADDRESS SMEs ISSUES?
Modern Internal Management Knowledge and Skills
Contemporary Business Development and Management Knowledge and Skills
Financial Knowledge, Skills and Linkage
Enablers and Relationship Building
Managing of External Factors /Risks

8. Conti.. 1. Internal Management
Assist SMEs to set up Management systems (+ Right Leaders including the Executive Management) and levels of accountability
Assist the SMEs to establish the govern board and their mandatory (+ The Constitution , MEMARTS, Policies, Etc)
Assist executive to develop clear and realistic objectives (SMART)
Conduct leadership and governance training to group leaders to understanding their roles and performing leadership responsibilities accordingly
Coaching and mentorship to management committees in implementation SMEs intervention successful
Assist executives to formulate targets and documented
Assist SMEs to establish and setting functional Human Resources Facilities
ETC

9. Business Administration & Management
Assist SMEs to clearly develop and define the vision and mission of their businesses
Assist SMEs to clearly develop and define their objectives – SMART
Assist SMEs to create/establish and implement venture business opportunities along most viable value chain programs in all growing sectors across the nation.
Assist SMEs to develop and establish clear view (road maps) of sustainable business propositions /programs/ project/ plans and priorities
Bankable Business Plan
Business proposals
Financial Modeling
Financial Projections
Assist SMEs to develop business operation strategies and plans
Business execution Strategy
Business Penetration and expansion Strategy
Marketing Strategy + Accessing new markerts
Sales Strategy
Financial Leverage Strategy
Operation Strategy
Innovation Strategy
Investment Planning Strategy
Assist SMEs on adaptation of viable business operations through acquisition of Technology and Equipment - Machinery and Tool – (ICT): (Processing Technologies and Methodologies)
Assist SMES on development and managing Quality Control issues in business for all processed products/produce (Quality Standards)
ETC

10. 3. Financial Management Conti..
Assist SMEs to get right staff (TEAM)– finance person with relevant background and experience (Thinkable and creative knowledge)
Assist SMEs to develop appropriate accounting policies and procedures (reserves policy, financial policy, resources management policy)
Assist SMEs on developing Accounting system
Assist SMEs on developing tools for managing Cash flow, income, and expenditures, Asset register, etc. (Record Keeping and Monitoring)
Assist SME on developing financial Planning, budgeting & sourcing
Imparting the Management of SMEs with knowledge od skills of accessing Access to financial information and how to use the financial information collected / gathered for decisive decision making
Assist SMEs to use their resources to develop a self-dependant status for their businesses
Provision on knowledge regarding INSURANCE
ETC

11. Conti.. 4. Enablers And Linkages
Assist SMEs to understand their businesses, extract their business values, and be in the position of Identify potential stakeholders to partner across their business lines and values chains
Assist SMEs s establish /create mutual and stronger networks, collaboration and partnership with potential stakeholders
Imparting SMES on usage of ITC programs and social media to maintain established partnership with potential stakeholders
Foster the cooperative to participate in different stakeholders/ platforms events comes to be potential on their business lines
ETC

12. 4. Managing of External Factors /Risks
Conti..
4. Managing of External Factors /Risks
Understanding of the changing factors caused by
Political Movements
Sociological Issues
Technological Advancement
Economic Trends
Legal Perspectives and Approaches
Environmental Issues – Changes of Natures
NOTE
These can be used in a range of different scenarios, and can guide / affect people professionals and senior managers in strategic decision-making

13. 2. TARGET CLIENTS

14. OUR TARGET CLIENTS Public and Private Companies Cooperative Societies
LED Enterprises (SMEs MMEs)
Producer groups
Traders
Exporters
Processers
Input Suppliers
Commercial Farms
Credits / Loans Providers
ETC

15. OUR APPROACHES

16. OUR APPROACHES BASES ON SWOT ANALYSIS Capacity Building Consultation
Facilitation
Training
Mentoring
Coaching
Advisory
Sensitization
Mobilization
Advocacy
Lobbying
BASES ON SWOT ANALYSIS

17. HOW DO WE REACH THEM? References Adverts Networks
Association/Congregation
Word of Mouth
Recommendation from Professional Boards

18. SECTION 2

19. A: THE IMPORTANCE/BENEFITS OF USING OUR BDS PROGRAMS
Gain technical and practical knowledge of Planning, Managing, and Administer their Businesses – Enterprises
Human Resources management
Operational Management (products/service development)
Financial Planning and management
Business Strategies Development. Implementation, and Management
Logistics/Supply chain Management
Markets Development and Management
Customer Acquisition and Management
Innovation, Investments and Talent Management
Database Analysis and Management
Basic Legal Knowledge and Practices

20. IN A NUT SHELL Building Business Resilience Leading a Business
Identifying Growth Opportunity / Potentials
Accessing Finance
Business Analysis & Decision Making
Building Operations and Talent for Growth
Planning for Growth
Business Management and Administration

21. B: THE POSSIBLE LOSS IF THE COMPANY WON’T RECEIVE OUR BDS
Poor / lack of technical and practical knowledge for Planning, Managing, and Administer their Businesses– Enterprises
Poor Human Resources management
Lack of Operational Management (products/service development)
Poor Financial Planning and management
Improper Strategies Development, Implementation, and Management capacities
Lack of Logistics/Supply chain Management
Poor Markets Development and Management
Lack of Customer Acquisition and Management
Lack of Innovation, Investments and Talent Management
Lack of Database Analysis and Management
Lack of Basic Legal Knowledge and Practices

22. C: THE HIGH-DEMANDED BDS
Financial Planning and management
Strategies Development, Implementation, and Management
Operational management
Markets Planning and Management

23. SECTION 3

24. A EXAMPLE CASE

25. UWAMALE IRRIGATORS & MARKETING CO-OPERATIVE SOCIETY LTD

27. SUPPORTING UWAMALE COOPERATIVE SOCIETIES TO IMPROVE ITS FINANCIAL CAPACITY

28. WHAT IS FINANCIAL MANAGEMENT FOR THE COOPERATIVE SOCIETIES?
Financial management is concerned with the planning, organizing, procurement and utilization of organization financial resources as well as the formulation of appropriate policies with a view to achieving the aspiration of members in the society

29. THE SITUATION BEFORE
Despite the fact that the Cooperative has very potential investments on the ground and other resources for development
The Cooperative used ordinary people to manage the financial operations of the cooperative
The Cooperative used very local means and ways to manage its financial operations
The Cooperative used a very ordinary/local books of accounts (Just a Counter Books) to record the financial information
The Cooperative has no Financial Structure for managing the financial issues/matters for the cooperative
The Cooperative has no financial tools, Manual, and Framework for managing/guiding the financial operations
The Cooperative carries its operation without proper prepared budget and budgetary vision

30. MORE CRITICAL
The Cooperative has no had enough / substantial financial records kept for the entire Cooperative interventions
The Cooperative has had no Audited Report since it was established on 18th May 1998 until the year 2021
The Cooperative has no Financial System for controlling financial matter in the cooperative
The Cooperative has very weak existed Financial Structures, Tools, Manual and Framework for controlling and managing the financial transactions
The Cooperative has had no Financial Policy and Procedure for controlling financial operations for the cooperative.

31. Conti…..
The Cooperative has had no enough / substantial financial records kept for the entire Cooperative interventions because of poor financial controlling tools and manual
The Cooperative has had no Audited Report since it was established on 18th May 1998 until the year 2021
The Cooperative has no Financial System but very poor Structures and Tools for controlling and managing the financial transactions

32. WHAT WE DID TO RESOLVE THE MATTER
We, STAWI in collaboration with District Cooperative Officer and the Cooperative management through the Management Board and Finance Committees established, developed Excellency Financial Structure, Tools, Manual, and Framework which finally formulate the Financial System that complementing the Cooperative Management and Operational interventions to support the management of cooperative’ funds

33. HOW?

34. WHAT WE DID TO RESOLVE THE MATTER
We work with the Management Board to create/establish the Financial Committee with 6 Member responsible for managing financial issues for the Cooperative
We work with the established Financial Committee to develop the financial structure, Tools, Manual and the entire framework / model for controlling financial aspects in the cooperative
We work with the Management Board and the Financial Committee to formulate and implement the Financial Systems that complementing management and operational structure to support management of cooperation funds
We continue with coaching and mentoring sessions with financial committee to build capacity and strengthening them on operating and managing the established financial structures, tools and system for the cooperative
We work with the Management Board and the Financial Committee to develop Financial Policy and Procedure for controlling financial operations for the cooperative
We work closely with the HR Team to implement all established components of Financial Controlling issues in the UWAMALE STAFF MANUAL

35. Conti…..
We supported and coached the management committees of the cooperative on usage and managing financial manual to develop financial planning and budgeting, financial risk management, record keeping and financial monitoring in general.
We supported and coached the cooperative teams on developing clear channel of accessing finances from different financial sources for cooperative development (TADB Bank)
We developed Financial Controlling Formats and coach the cooperative responsible teams on developing financial reporting to AGM and other parties for development,
We help the cooperative to develop and put in place financial systems, including cash handling, cash inflow, book of accounts and book reconciliation.
We supported the cooperative to produce asset register and update it and be in the position of measuring the cooperative worth at each specific periods of times.

36. MORE CLITICAL
We help to formulate Cooperative Management committee with ability to identify roles in guiding all aspects of financial management, financial planning & budgeting, financial risk management, record keeping and monitoring
We facilitate the development of Financial systems, including cash handling, cash inflow, book of accounts and book reconciliation
We help to develop full statutory control measures for financial compliance within Cooperation
We facilitate the development of financial management manual for the cooperative
We established and foster Adoption of Cooperative format of financial reporting for AGM and other relevant organs
We facilitate the development of strategies for accessing finance from financial institutions and mobilizing of own funds
We developed Asset register document to understand the Cooperative Worth

37. THE CURRENT UWAMALE

38. THE COOPERATIVE HAVE…….
The Cooperative has competent Financial Manger which best knowledge and skills of Finance and Accounting
From its records, The cooperative has the capacity to develop its own financial reports such as
Balance Sheet Reports for each financial year
Profit and Loss Reports
Cash Flow Statements
Income Statement (Include management of Member Fees)
Expenditure Narration
Other Book Keeping and Cash Handling Tools, ETC
The cooperative has all opportunities of getting CLEAN Audit report since 2021
The cooperative that strong Financial Committee with capacity to control and manage financial issues within and cooperative
The Cooperative has interactive Management Board with ability to raise fund (access funds) from reputable financial institutions and manage all proposed interventions accurately
The cooperative has best financial system and manual which self steering and controlling financial obligation for the cooperative

39. Conti…..
vii. Financial Committee with ability to control financial matters for the cooperative
viii. Roles for guiding all aspects of financial management, financial planning & budgeting, financial risk management, record keeping and monitoring. This include organization and managing budgets for income and spending
ix. Operating Financial Manual – (Attached Copy) with details on Cost Prices
x. Operational Financial and Accounting Policies and Procedures (Attached Copy)
xi. Financial Structure, Accounting System with strong tools
xii. Appropriate Books of Accounts for records Keeping
xiii. Financial systems, including cash handling, cash inflow, book of accounts and reconciliation books
xiv. Full statutory for financial compliance within Cooperation
xv. Cooperative format of financial reporting for AGM and other agencies
xvi. Strategy for accessing finance from financial institutions and ability to mobilizing of own funds
Financial records properly developed, stored and easier to access
Asset register documentation for valuing the worth of the Cooperative
xviii. ETC

41. SAMPLE OF THE WORKS

52. UWAMALE FINANCIAL
SYSTEM?

54. THE UWAMALE BUSINESS CAPACITY

55. CONTI……..

62. Working Toward Mastery
Microsoft Engineering Excellence
Working Toward Mastery
Achieve Mastery
Applied Experience & Expertise
Projects Worked On
Get Familiar
Time Spent
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63. To Make BDS Successful, Do the Following
Clearly Define/Analyze the BDS challenges
Technological as well as personal skills needed
Set realistic expectation
Mastery is not achieved overnight
Keep your eye on the goal
Mentorship programs
Work Hard to Achieve the mission planned
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64. Do You have Any Questions?
Microsoft Engineering Excellence
Do You have Any Questions?
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65. Who’s Who - STAWI
Lead
Contact information
Edward
Greyson
Selina
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66. Microsoft Engineering Excellence
Thank you very much
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