social entreprenuership in uganda · 2020-01-16 · social entreprenuership in uganda 4 acronyms 1....

S O C I A L E N T R E P R E N U E R S H I P I N U G A N D A

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Contents

ACRONYMS

ABOUT CAPITAL SOLUTIONS LIMITED

ACKNOWLEDGEMENTS

EXECUTIVE SUMMARY

INTRODUCTION

About Social Entrepreneurship

STUDY APPROACH AND METHODOLOGY

FINDINGS

CHALLENGES FACED BY SOCIAL ENTREPRENEURS IN UGANDA

RECOMMENDATIONS TO ADDRESS THE CHALLENGES

CONCLUSIONS

CASE STUDIES

REFERENCES

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Acronyms

1. CEOs Chief Executive Officers

2. CSL Capital Solutions Limited

3. UBOS Uganda Bureau of Statistics

4. ACODE Advocates Coalition for Development and Environment

5. SDGs Sustainable Development Goals

6. FDGs Focus Group discussions

7. NGOs Non-Government Organisations

8. SEs Social Entrepreneurs


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Capital Solutions Ltd (CSL) is a Social Enterprise incorporated in Uganda in 2008 to inspire, transform and build capacity of social entrepreneurs working with low-income communities in Africa. CSL was formed out of the need to build sustainable social enterprises through improved financial accessibility and designing innovative and impactful solutions. The main aim is to demonstrate that small amounts of equity capital, combined with entrepreneurial capacity building can result in thriving enterprises that serve vast numbers of the most vulnerable populations.

We now offer a ready platform for engaging social entrepreneurs mainly the youth and women to access capital, build entrepreneurial skills, create innovative economic and health solutions and eventually support the most pressing social needs.

We have a combined 30 years’ work experience of our founders in designing innovative economic and health solutions within the social and private sector mainly in Africa. Our lead Researcher CPA Joyce Tamale (FCCA, MPH, MBA) is a seasoned Social entrepreneur with over 18 years’ work experience in the private and social sector mainly in Africa.

The material in this research can be used subject to crediting Capital Solutions Limited.

Vision: An economy where social entrepreneurs thrive.

Mission: To inspire and transform Africans to become successful social entrepreneurs through improved access to finance and innovative community solutions for sustainable social impact.

About Capital Solutions Limited


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Capital Solutions Limited (CSL) would like to thank the numerous people that contributed to this Research Report. We would like to thank Social entrepreneurs and Social enterprises in Uganda that created time to meet our researchers and gave valuable information that has formed this report. We thank individuals who gave their time to conduct field research and reviewing the report including Joyce N. Tamale (FCCA), Moses K. Tamale, Josephine Watuulo, Jovia Nampiina, Godfrey Kyeyune, Ameria Atwerire and Brenda Kabagweri. We further acknowledge Mr. Jude Kigozi, George Bakka and Hakiza Ronald who took an extra mile to provide information on their businesses.

Lastly, we are grateful for the partnership we had with CivSource Africa to ensure this report is disseminated.

Acknowledgments


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The impact of social entrepreneurship on the social sector is profund and mind boggling. Gone are the times when donor grants were available to solve community challenges/needs, hence the need for innovative models to create a sustainable impact. This research focuses on the status of social entrepreneurship in Uganda and how a movement of social entrepreneurs can be created to build sustainable social businesses.

Social entrepreneurship refers to individuals and organizations that engage in entrepreneurial activities with social objectives, however it goes further to mean systems change agents. Social Entrepreneurship and its concepts have been well contextualized in developed economies such as USA, UK and parts of Asia. Whereas in South Africa, Social entrepreneurship is moving in the right direction other parts of Africa especially East Africa it is not yet contextualized. This research, found out that in Uganda, most Non Governmental Organizations (NGOs) run purely not-for-profit businesses with the aim of fundraising to solve social needs. This has increased pressure on service delivery and challenged the sustainability of such social enterprises. However, the shift is slowly changing as the report notes that the young generation, are very keen on starting businesses with a mission statement which blends profitability and social and environmental sense. This trend is exciting however; a lot of support (soft skills and financial) is needed to enhance these social entrepreneurs.

The Research specific objectives were:

» To gain an in-depth understanding of the state of social entrepreneurship in Uganda.

» To establish the need for social entrepreneurship in Uganda.

» To find out the models of social enterprises in Uganda.

» To understand the main areas of focus for social entrepreneurs and why?

» To identify key players in the social enterprise sector

» To establish any underlying challenges that the social entrepreneurs face.

In December 2019, Capital Solutions Ltd published a research report titled; “The Status of Social Entrepreneurship in Uganda” which provided a deep dive into the overview of the status of social entrepreneurship in Uganda with special focus on Kampala and Wakiso districts. The research analyzes the meaning of social entrepreneurship, why it has become important and popular, highlights the status, relevance, how to improve access to financial resources in order to build a sustainable social enterprise, and concluding with the challenges and the way forward for social entrepreneurship in Uganda.

The research ascertained that in Uganda social enterprises can be categorized in 3 models: Pure NGOs (100% charity), Hybrid (Business and Charity) with varying percentages (90:10, 50:50 and 25:75) and Pure Businesses (100 Business with a social

Executive Summary


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goal). It is interesting to note that 40% of the respondents were women founders and CEOs, whereas 60% were male Founders and CEOs. This is a promising trend compared to pure business for profit with a very high number of male founders and CEOs.

It is expected that the findings of this research will:

1. Facilitate dialogue, networking and knowledge exchange, opening up avenues for greater international cooperation between social entrepreneurs in Uganda and beyond, development partners, business community, academia, government and impact investors.

2. Highlight the need for social entrepreneurship in Uganda and Drivers of social entrepreneurs.

3. Point out the main focus for social entrepreneurs in Uganda and their sources of funding.

4. Highlight areas that are not optimally addressed by social entrepreneurs

5. Establish any underlying challenges that the social entrepreneurs face.

All research outputs from this study, including this report, will be made available on the Capital Solutions Ltd website: www.capitalsolutionsug.com.

Social entreprenuers in value-addition from KMCO multi-purpose SACCO


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1.1 BACKGROUND

Uganda the pearl of Africa, located in the eastern part of Africa has a diverse landscape that encompasses the snow-capped Rwenzori mountains and the source of the River Nile i.e. Lake Victoria.It has a rapid population growth estimated at 39 million in 2018 from 20.4 million in 2002 and is projected to reach 68 million by 2040. (UBOS report). The total fertility rate of 5.4 children per woman, combined with improved child survival rate has contributed to this rapid population growth hence demonstrating increased children and youth populations. Despite an impressive economic growth of more than 5 percent (UBOS 2018), the youth unemployment rate stands at 70% and about 400,000 youths are released annually into the job market to compete for approximately 9,000 available jobs (ACODE 2014). About 30% of the youths who are institutionally qualified in Uganda are unable to find jobs, and the situation is even worse for semi-skilled and unskilled youths. Youths who remain unemployed or underemployed and do not exploit their full potential, are often associated with high incidences of drug abuse and gambling.

To address the looming inequalities; in September 2015, world leaders adopted the 2030 Agenda for SDGs with the goal to end poverty, improve health, reduce inequality and address climate change by 2030. To measure progress, 17 Sustainable Development Goals (SDGs) were created, each with specific targets to be achieved over the next 15 years. Each goal includes a set of indicators to track success. Whereas Uganda has made some progress towards the attainment of the SDGs, the challenges

and gaps are still huge. The ultimate goal is “to leave no one behind”.

1.2 ABOUT SOCIAL ENTREPRENEURSHIP

With the increased pressure on funding and social challenges, the public sector is unable to address all the social needs, and whereas the civil society has the passion to deliver for social good, it is largely challenged with limited access to alternative funding. At the same time, the private sector for profit, pays much attention to the bottom line in order to meet its shareholder’s expectations, with very minimal attention to social needs apart from the one offs through Corporate Social Responsibility (CSR). Therefore, as a way of closing these challenges, its believed that social entrepreneurship is the solution.

Pomerantz writes, Social entrepreneurship can be defined as the development of innovative, mission-supporting, earned income, job creating or licensing, ventures undertaken by individual social entrepreneurs, nonprofit organizations, or nonprofits in association with for profits (2003: 25).

There is broad agreement that social entrepreneurs and their undertakings are driven by social goals; that is, the desire to benefit society in some way or ways. This is another way of saying that the social entrepreneur aims in some way to increase “social value,” to contribute to the welfare or well-being in a given human community. Disagreement takes place over the allocation of social goals in the entrepreneur’s hieracy of needs in his/her undertaking.

Introduction


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Social Entrepreneurship should be taken to include undertakings where social goals are added to the firm’s objectives, even where they may not. It has been argued that what makes an undertaking an example of social entrepreneurship is the presence of social goals in the purposes of that undertaking. it ranks first in the firm’s priorities and may be taken on at least partly for instrumental reasons.

It was suggested that the line between for-profit and not-for-profit enterprises is hard to sustain as a significant boundary on social entrepreneurship. Indeed, one thing that emerges from a look at the range of uses given to “social entrepreneurship” is the clear suggestion that the distinctions among public, private and Not-For-Profit (NFP) sectors become attenuated. As one reviewer of the literature puts it, “socially entrepreneurial activities blur the traditional boundaries between the public, private and non-profit sector, and emphasize hybrid models of for-profit and non-profit activities’ (Johnson,2000:1).

The different social enterprise model examples of businesses doing business for social good include; Education institutes, digital platforms offering services such as financial inclusion reaching the most vulnerable populations, solar energy especially targeting the rural and women, medical services among others.

Social Entrepreneurship is defined by many practitioners and scholars in different terms however, the common understanding is doing business for social good. The socialenterprise.com defines social entrepreneurship as having the following two components:

1) Identifying a marginalized or suffering segment of humanity that lacks financial or political clout to address its challenges and create new solutions that would bring a transformative benefit to the society;

(2) Identifying an opportunity in this unstable and unjust environment, create a social value proposition, and bring inspiration, innovation, direct action, positive energy, to create a stable ecosystem ensuring a better future for the targeted group and even society at large.

One African Leader Lucas Wirba says “Social Entrepreneurship is like the new palm wine- very sweet and delicious but lacks some depth of the mature wine”. Implying that this is due to the looming challenges facing Social Entrepreneurship in Africa such as limited use of internet.


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Broadly speaking; Social Entreprenurship has evolved to mean ‘shifting the system change’.

Primary driver is to achieve SOCIAL VALUE

Purely charitable funding from

grants, donations or endowment

Additional market based

revenue stream

Potentially self-sustaining >75% market

revenues

N o t- f o r - p r o f i t F o r - p r o f i t

I M PA C T I N V E S T I N G

Social Business; Profits are reinvested

Mission-driven for-profit

enterprise(.B-Corp”)

CSR & Corporate philanthropy

(target for SRI)

Pure profit orientation: mainstream

investors

Achieve measurable social impact alongside financial return

Primary driver is to achieve FINANCIAL VALUE

TRADITIONALCHARITY

SOCIALENTERPRISES

TRADITIONALBUSINESSES

The business model revisted


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The social entrepreneurship research was aimed to sample 200 social entrepreneurs selected from Kampala and Wakiso districts in Uganda. These two districts were selected to provide a wide range of different social entrepreneurs, being the largest populated cities in Uganda with high economic activities and diverse cultures. Due to the limited understanding of the concept of social Entrepreneurship amongst the traditional NGOs, the study reached 55% of the target sample. The study comprised three core methodological stages:

The research reached 55% of the target due to the approach used of contacting social entrepreneurs through referral. The survey findings have been well analyzed and information collected has been used to come up with the summary findings and recommendations on how to improve the social entrepreneurship sector in Uganda and East Africa at large. Capital Solution’s work focuses on transforming and inspiring social entrepreneurs in Africa through capacity building, increasing access to financial resources and services, and using digital platforms to improve connection.

Study Approach & Methodology

APPROACH OVERVIEW

Desk-based review of Social entrenuership

This included academic and grey literature, as well as media sources such as previous researches, news websites, blogs, and third party partner organization websites. The review was supported by consultations with civil society, UTUBE, government officials to assess the legal structures for the sector, and challenges to growth.

Survey A questionnaire was administered through face to face interviews which covered 90% of the process, online questionnaires were sent to various social entrepreneurs who responded online, phone interviews were used for those who were not physically met, Focus Group Discussions (FGDs) were conducted with a group of youth social entrepreneurs who gave very good insights. The survey was disseminated to 200 social entrepreneurs and yielded a return of 110 ( a 55% response rate).

Consultation In-depth semi-structured interviews with up to thirty Social entrepreneurs (SEs) from Kampala and Wakiso districts, to capture their social enterprise activity and get an understanding of how they have managed to break though the market barriers. Other in-depth discussions were held with 2 academicians who focus on entrepreneurship and had a desire to introduce social entrepreneurship in the universities’ courses. This data was combined with analysis from the preceding two stages to formulate information that has built up a case for this research.


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3.1 THE LANDSCAPE FOR SOCIAL ENTREPRENUERSHIP IN UGANDA

In Uganda, social entrepreneurship as a word is still nascent. However, the research determined that social entreprenuership work has been around for sometime but not well profiled. The findngs indicate that 55.3% of the respondents indicated that their companies were more than 10 years of existence (mature), whereas 36% were at scale-up level (5-10 years). It is also good to note that 79% of the respondents had heard about the term social entreprenurship. Efforts should go towards increasing awareness, education, shaping medium

to long term mindset and connecting the social entrepreneurship ecosystem.

Social entrepreneurship is a business concept that brings the communities to solve their own problems and they are proud of. This is surely more sustainable because communities can commit to solving their own challenges and become independent. The unfortunate bit is that there is no regulatory framework yet that recognizes social entrepreneurship as business. Whereas there is the National NGO policy 2010, social enterprises are not taken care of by the regulatory framework.

D I A G R A M : 1

D I A G R A M : 2

Level of social entrepreneurs in Uganda

Respondents who have ever had about social entrepreneurs

20.83% 79.17%

36.17%SCALE UP

8.51%STARTUP

NO

Findings

YES

55.32%MATURE


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Whereas, the 2019 MasterCard Index of women entrepreneurs, placed Uganda on top in the global ranking of countries with most women entrepreneurs. The Social Entrepreneurship Research in Uganda has found out that 60% of the respondents were men and 40% were women. This requires more sensitization to women especially in understanding social entrepreneurship and being able to cluster their businesses as impact businesses. The MasterCard Index, further mentioned that in rural areas, women are self-driven in their communities and want to be successful for their families.

Social entrepreneurship is a burgeoning sector that combines the ingenuity and innovation of start-ups with the business savvy of sustainable business, with the primary objective being to create social change. According to this study, the 110 social entrenuership that we reached, were on average 30 years of age, and mainly men. About 98% of the respondents had attained at least tertiary level of education. This speaks to the level of innovation amongst the young people but at the same time aiming at solving unemployment challenges which is at 70% in Uganda. Most social enterprises are started to solve

community challenges ranging from youth unemployment, financial Inaccessibility, improving literacy levels amongst the disadvantaged populations, reduce maternal mortality, malnutrition among others.

Social entrepreneurship helps to build skills amongst young people to curb down youth unemployment.

The study found out that 50% of the social entrepreneurs were focused on creating employment for women and youth, solving community pressing challenges such as access to finance, education, health (Sexual Reproductive Health, Maternal Child Health, Malnutrition) among others.

This study, while not representative of the entire social entrepreneurship landscape in Uganda, highlights a major opportunity in solving the youth employment challenges faced in the country, if nurtured well.

D I A G R A M : 3Gender of social entrepreneurs

40.43% 59.57%FEMALE MALE

D I A G R A M : 4Education level of social entrepreneurs

97.73%

2.27%

TERTIARY

Secondary

“The African narrative is gradually shifting from aid-led solutions to enterprise-led solutions to developmental problems.”

British Council, Uganda


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The study also revealed that 55% of the social enterprises are 10 years and above i.e. maturity and 36% are 5-10 years i.e. Scale-up level. This implies that the “Ubuntu” approach is very much alive in Uganda. However, most traditional NGOs are not conversant with Social entrepneurship and do not believe they are a social enterprises. For example, one of the respondents who runs an Advocacy organization turned down the interview by saying that “we are not social entrepreneurs we do advocacy and support policy”.

In Uganda, only 8.5% of the social enterprises are young and are started by passionate people who desire to see change.

It is also impressive to note that the study revealed that close to 71% of the respondents had business plans which guided their social enterprises. This is an indication that social entrepreneurs in Uganda take their social businesses seriously.

“Social entrepreneurship refers to creating a solution that will enable to solve a problem in the community ultimately making their livelihood better than it was before but the pricing is affordable to the community in order to sustain the service or product”, one of the young social entrepreneurs said.D I A G R A M : 5

Social enterprises with business plans

70.83%

29.17%

YES

NO

Boyz 2 Men Programme which equips young men with social entrepreneurial skills


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36% of the social enterprises in Uganda pure NGOs i.e. 100% donor funded, however the trend is changing slowly, with the young social entrepreneurs 34% of the respondents are running pure businesses with a social goal. 17% have a hybrid of NGO and Business set up for sustainability purposes. One of the respondents mentioned that “

“Social Entrepreneurs earn a profit from creating a positive impact to society”. KII Jude Kigozi, Founder, Luke Solar Uganda

This study has revealed that some traditional non-governmental organizations (NGOs) are now getting interested in the sector due to the increased funding pressure and the rate at which funding is dwindling. This has led to closure of some NGOs/projects and others have to rethink their sustainability model from traditional proposal writing to more aggressive marketing of their services/products. Due to this revelation, the best approach is to do business and plough back into the social cause.

In terms of financial sustainability of social enterprises, the study revealed that on a scale of 1-10, 17.98% are at 4, whereas 15.36% are at 6. This is a promising trend because if challenges facing social entrepreneurs are addressed these institutions are more likely to become more sustainable than the traditional NGOs.

D I A G R A M : 6Model of social enterprises in Uganda

36.17%34.04%

6.38%

Pure NGO

90:10 NGO & Business



Pure business for social good

17.02%

D I A G R A M : 7Financial Susutainability scale of social enterprises in Uganda

01 32 4 6 95 87 10

2

6

4

8

Financial sustainability scale of social enterprises

Scale


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According to the study, social entrepreneurs face several challenges.

i. 54.7% of the social Entrepreneurs expressed inadequate finances.

ii. 23.8% mentioned that limited skilled employees and those who share the company’s vision.

iii. Lack of awareness on social entrepreneurship and how this can benefit the communities in a more sustainable way.

iv. One key informant mentioned that “It’s not easy to find people who understand that we are not a Non-Governmental Organization but a business that also aims at impacting on the community”.

v. Whereas there are several financial institutions in Uganda, social Entrepreneurs have encountered several challenges accessing financial services and support. 42% of the respondents mentioned that the biggest challenge is lack of awareness on where to access cheap sources of revenue, 20% mentioned lack of trust by the financiers, 13.3% mentioned lack of collateral security, and 6.6% mentioned high Interest rates. All these challenges have created financial accessibility by social Entrepreneurs difficult.

vi. Feedback from the consultations conducted in support of this study suggest that the Uganda government must recognize social entrepreneurs as a useful construct and should raise awareness to contribute to the vision 2040, of creating 1 million jobs in the country. However, there yet has to be formal acknowledgment of the sector through a special strategy or legal status, and not much progress has been reported due to limited knowledge in this area.

vii. While a few accelerators, international NGOs supporting some social enterprises, Ugandans who are solving community or social challenges are still shy to label themselves social enterprises, as they perceive this might hinder donors from supporting them as their funds could be taxed in the process. Some of the prominent organizations that have supported the social entrepreneurship agenda include: DFID, British Council, USAID, European Union, MasterCard foundation, Ashoka among others.

viii. Very few indigenous organizations have come up with social investment funds that are willing to support social entrepreneurs. While interacting with the respondents, it was revealed that only 17% had heard about the Social Investment Fund started by Capital Solutions. 87% of the respondents were interested in accessing non-traditional funding mechanisms including the social Investment Funds. This is a reality however, there are limited networking spaces for Social entrepreneurs in Uganda which would ideally support the information sharing amongst Social entrepreneurs. The study revealed that 40% of the respondents did not have a Networking space to learn and share their experiences and also meet potential funders.

Challenges Faced by Social Entrepreneurs in Uganda


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The Research has identified and recommended several solutions to reduce or eliminate the challenges faced by social entrepreneurs in Uganda.

1. Government:

» A formal legislation or policy be put in place to enable social entrepreneurs/ enterprises to thrive.

» Create a social enterprise registration desk or programme to better serve the interests of social enterprises in the country.

2. Others (Development Partners, Academia, Civil Society, Commercial sector, Individuals, Philanthropists etc)

» Social Investments be promoted in the country as these would be a cheaper financing approach to social enterprises.

» Create networking forums where social entrenuership is promoted for learning, information exchange and create strategic partnerships which is usually the challenge.

» Create a lot of awareness and emphasis on social entrepreneurship.

» Commercial Banks to consider partnering with social entrepreneurs as a sustainable sector and also use those in financial inclusion to do deposit taking on behalf of the banks

Recommendations to Address the Challenges


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While the social entrepreneurship sector is the future of creating sustainable social and environmental solutions within Uganda and Africa at large, there is need to create a policy, increase knowledge dissemination and awareness about social entrepreneurship. The study revealed a big gap about the appreciation of the concept in Uganda and the need for government to support this cause. The considerable activity by the social entrepreneurs in Uganda needs to be celebrated. For example, as outlined in ‘The findings of the report’, the respondents have started very powerful social enterprises in sectors of financial services, health, agriculture, education among others.

Social entrepreneurship is not only starting a business for a good cause, but rather becoming system change champions. When the Head and Heart work together, systems change for better. From the report feedback, most social entrepreneurs have gone past competition to more collaboration, as the best way to solve the roaming social challenges. Some of the successful social enterprises include: The Grameen Bank in Bangladesh by Prof Yunus, The Acumen fund by Jacqueline Novogratz, Humentum USA, Greater Capital South Africa, UHMG among others.

All academic institutions are urged to incorporate social entrepreneurship as part of the different course units in line with the Harvard Business school and the London School of Business to tackle the high youth unemployment rates.

Conclusion

A journey of 100 miles starts with a single step.” Lao Tzu


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LUK-SOLAR LTD

Luk-Solar Ltd, was founded as a social enterprise specialized in solar products with a goal to restore the communities’ confidence in solar products by bringing affordable, quality solar energy for the day to day essentials which are light and phone charging to boost the lives of the economically disadvantaged people in Uganda.

Imagine saving on not having to buy kerosene and wax candles and getting the brightest solar lamp for extra night light to do your crafts, poultry work, phone charging in order to reach the market hence earning more money. Our specially developed Social Solar Group Concept and the associated offer for payment in group managed instalments, has made it possible for everyone to obtain a high quality solar lamp with 2-year warranty as they earn from the weekly commissions on group sales and referrals.

Case Studies


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LUZIRA ALLIANCE SACCO

The Luzira Alliance SACCO (LASCCO) is a community based SACCO with over 2,000 members. The SACCO started in 2008 with 30 members and has transformed to reach over 2,000 members with various services and products. CSL works with social entrepreneurs such as the community Savings and credit Cooperatives (SACCOS) to create innovative community solutions in order to reduce poverty and create jobs for young people and vulnerable populations.


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» Social Enterprise in a Global Context; The role of Higher Education Institutions Country Brief: Kenya by British Council Aug 2016

» The Blue Sweater “Bridging the Gap between Rich and poor in an interconnected world” by Jacqueline Novogratz

» Anderson, B. B. and Dees, J. G. (2002). Developing Viable Earned Income Strategies.

» Social entrepreneurship: A Critical Review of the Concept by Anna Maria & Murdith Mclean; University of Victoria Canada

» The Enterprise Africa Summit Accra Ghana March 2017

» African Social Entrepreneurship Offers answers to gaps in Youth Unemployment by Tom Jackson Aug 2017

» Strategic Tools for Social Entrepreneurs: Enhancing the Performance of Your Enterprising Nonprofit. J. G. Dees, J. Emerson and P. Economy. New York: John Wiley & Sons, Inc. Barber, K., Ed. (1998).

» The NGO Business Hybrid: Is the Private Sector the Answer? Baltimore, MD: Johns Hopkins University. Dees, J. G. (1998).

» The Meaning of “Social Entrepreneurship”. Stanford University: Draft Report for the Kauffman Center for Entrepreneurial Leadership: 6 pp. Dees, J. G., Emerson, J. and Economy, P., Eds. (2002).

» Strategic Tools for Social Entrepreneurs: Enhancing the Performance of Your Enterprising Nonprofit. New York: John Wiley & Sons, Inc. Drucker, P. F. (1985).

» Innovation and Entrepreneurship. New York: Harper & Row Publishers. Fowler, A. (2000) NGDOs as a moment in history: beyond aid to social entrepreneurship or civic innovation? Third World Quarterly, 21(4): 637-654. Gartner, W. B. (1988) Who is an entrepreneur? is the wrong question.

» Grameen Communications. (1998, 1 January 2004). Grameen: Banking for the Poor. Retrieved 19 January, 2004, from http://www.grameen-info.org/ Hibbert, S. A., Hogg, G. and Quinn, T. (2002)

References


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CAPITAL SOLUTIONS LIMITEDPlot 9-11 Coral Crescent Kololo

P.O.BOX 1063, Kampala, UgandaEmail: [email protected]

[email protected]: www.capitalsolutionsug.com

@capitalslns capitalsolutionsug capitalsolutions

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