a study on private providers of business development ... · a study on private providers of...

A Study on Private Providers of Business Development Services for Small and

Microenterprises in Lima

Gerardo Pejerrey Mario Tueros

3rd. Revision, September 2,000

ILO IFP SEED, Geneva/ ILO Lima MDT

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Table of Contents

SUMMARY.............................................................................................................................................. III

I. INTRODUCTION...............................................................................................................................1

1.1 THE BUSINESS DEVELOPMENT SERVICE MARKET IN LIMA ...................................................................2

II. STUDY PURPOSE ...........................................................................................................................2

III. METHODOLOGY ...........................................................................................................................2

3.1 THE SAMPLE ...................................................................................................................................3 3.2 THE QUESTIONNAIRE ......................................................................................................................4

IV. HOW DO THE BUSINESS DEVELOPMENT SERVICES OPERATE?...................................5

4.1 DESIGN SERVICES ...........................................................................................................................5 4.2 DECORATION SERVICES (MERCHANDISING) ....................................................................................8 4.3 TRAINING SERVICES........................................................................................................................9 4.4 TECHNICAL ASSISTANCE SERVICES...............................................................................................12 4.5 LEGAL COUNSELING SERVICES .....................................................................................................14 4.6 INFORMATION AND PUBLICITY SERVICES......................................................................................16 4.7 ACCOUNTING ASSESSMENT SERVICES ..........................................................................................18

V. BDS PROVIDER PROFILES .........................................................................................................20

5.1 GENDER, ORIGIN, FORMATION AND EXPERIENCE ...........................................................................20 5.2 MARKET ACCESS ..........................................................................................................................22 5.3 BUSINESS ADMINISTRATION..........................................................................................................26 5.4 RESULTS OBTAINED IN 1999..........................................................................................................30 5.5 NEEDS PERCEIVED TO IMPROVE SERVICES.....................................................................................31

VI. SOCIAL AND HUMAN CAPITAL OF THE BUSINESS DEVELOPMENT SERVICES.......33

6.1 ADDITIONAL FORMATION AND EXPERIENCE OF THE SERVICE PROVIDER .......................................33 6.2 THE SERVICE PERSONNEL: PREVIOUS OCCUPATIONS AND SPECIALTIES..........................................33 6.3 EMPLOYMENT BENEFITS: OWNERS AND WORKERS........................................................................34 6.4 HUMAN CAPITAL AMONG THE BDS PROVIDERS ............................................................................35 6.5 “SOCIAL CAPITAL” ........................................................................................................................36

VII. CONCLUSIONS AND RECOMMENDATIONS..........................................................................38

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SUMMARY • The present is an exploratory study containing primary data about a

sample group of private Business Development Services (BDS) providers who preferably of fer their services to small and micro-enterprises (SMEs) in Metropolitan Lima. These providers were intentionally selected based on information f rom their cl ients, not ices and bullet in boards in their locals or information obtained f rom promoting inst itut ions.

• A variety of BDS are of fered to the SMEs. One can mention those

aimed towards increasing the aggregated value of the products; those of fering services to help the SMEs meet legal and accounting norms; those of fering supplies, equipment and machines; those of fering technical repair and maintenance; those helping sustain productive process ef f iciency; etc. The study is concentrated on those of fering services dealing with augmenting aggregate value, increasing production and improving business management although those of fering services helping the business to meet legal and accounting laws were also included.

MARKET ACCESS • There are two basic ways in which the BDS become known in the

Lima market: one is through “client recommendation” and the other is through printed propaganda ( including the telephone book). Client recommendation especially works for those of fering services in the following areas: design, decorat ion, technical assistance, and legal and accounting assessment. Those using printed propaganda are usually of fer ing services regarding training, information and publicity.

• The majority of the BDS providers believe that external forces are the

main obstacles to of fering good service. Among the negative factors identif ied by them are unfair competit ion, cl ient idiosyncrasy, and local regulat ions.

THE ADMINISTRATION OF THE BDS BUSINESSES • As far as the size of the businesses, the largest ones are those that

of fer training services. These have an average of 10 workers. The smallest are those of fering Information and Publicity services with an average of two workers. The tendency is to hire temporary help when more workers are needed.

• There are dif ferences in regards to the assets of the business. Those

of fering Design, Training, Technical Assistance and Information and Publicity have the most assets whereas those of fering Accounting Assessment have the least amount of assets.

• The costs of the services of fered by the providers is based on the

f ixed and variable costs of the services provided. This is true for those of fering services regarding Design, Decorat ion, Training and Information and Publicity. Those of fering Legal Counsel used the rates set by the guild and those of fering Technical Assistance use the

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competency itself as a guideline, a fact which of ten brings the rates down.

• Most of the businesses wil l of fer credit but those providing

Information and Publicity services prefer cash. The most f requent credit method is that of installment payments over a short period of t ime. The usual method is to receive the f irst payment upon beginning the task and the f inal payment upon f inishing it .

• In respect to competit ion in 1999, most of those interviewed said that

the competit ion was “tough” and that it was due to an excess of providers or to prices which were too low. This competit ion basically came from small businesses, especially those of fering Design, Training, Information and Publicity and Accounting Assessment services. The NGOs, service centers and public inst itut ions are not considered as competit ion.

RESULTS OBTAINED IN 1999 • With the exception of Decorat ion which seems to have had the

largest number of steady clients, the providers of fering Design, Training and Technical Assistance have the most cl ients including steady and temporary clients. Those of fering Legal Counseling, Accounting Assessment and Information and Publicity services had the least amount of cl ients.

• As for income in 1999, the highest average income was obtained by

those of fering training service (US$ 69,105), fol lowed by Design (US$ 39,713), Legal Counseling (US$35,676) and Decorat ion (US$ 35,126). The least favored were Technical Assistance and Accounting Assessment.

BDS PROVIDER PROFILE • Most of the providers are men, especially in the Accounting

Assessment, Technical Assistance, Information and Publicity services. There are also women providers, but in a smaller proport ion, in the Design, Training and Legal Counseling services. The majority of the providers were born in Lima, especially those of fering Accounting Assessment and Information and Publicity services. As for age, the highest percentage of the providers are between 35 and 39 years of age. However, in Training and Technical Assistance, the providers are usually more than 50 years old. The under 35 age group is basically involved in Information and Publicity services where there are even some providers who are less than 20 years old.

• In regards to educational level, 60% of the providers went to

university, 25% went to a vocational training center and 15% have only a high school education. The Accounting Assessment, Legal Counseling, Training and Design services are of fered by those with university or vocational studies. Decorat ion, Information and Publicity as well as Technical Assistance have the smallest percentage of

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graduates. Fif ty-six percent of those who went to university have received a degree.

• The degrees of the providers interviewed were obtained in careers

relat ing to business (administrat ion, accounting, engineering, law, education, economy or psychology). Those of fering Technical Assistance also have specialized training cert if icates obtained f rom studies in vocational inst itut ions or f rom short courses. Not all of those that of fer Legal Counseling are lawyers. Those of fering Accounting Assessment have degrees although there are some that have studied business administrat ion or have cert if icates f rom seminars and short courses. Those of fering Training services are generally teachers, engineers or administrators.

• Before dedicat ing themselves to of fering BDS, those interviewed did

assessment or training work. They were drawn to the business by their desire to be independent. In Information and Decorat ion they began with a small amount of capital. Another way of beginning the business was by associat ion with f r iends or colleagues as has been the case of some designers, publicists, and accounting advisors. In Technical Assistance some of the providers began in the family business. However these last are the minority.

REQUIREMENTS TO BE ABLE TO IMPROVE THE SERVICES • The majority of the providers interviewed do not believe that they

need help meeting the needs involved in improving their services. Those that feel that they need help ( less than 50%) were wil l ing to receive training in order to improve their “products”. The exception was Legal Counseling where help for carrying out “management” was demanded. As for Information, they need to know more about markets and legal, labor, and tr ibutary regulat ions, most especially those of fering Legal Counseling and Accounting Assessment services. Those of fering Design services need to know more about technology.

THE QUALIFICATIONS OF THE BDS PROVIDERS • In addit ion to their basic educational formation, the providers have

assisted a variety of courses. All of them preferred courses complementing their f ield. Those in Design have taken computer, marketing and administrat ion courses. Decorat ion providers were drawn to sales, computer and language courses. Courses about taxation, audit ing and business management were demanded by those involved in Accounting Assessment. Course length varied but was generally f rom 1 to 6 weeks. However, the Technical Assistance providers tended to take longer courses (7 months or more) as did the Information and Publicity providers.

• The inst itut ions preferred for these addit ional courses were higher

learning inst itutes followed by private educational centers and f inally the universit ies. They basically took courses during the 90s. The Information and Publicity providers started taking courses in the mid-80s and more f requently in the 90s. The Technical Assistance and

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Training providers have assisted courses more regularly than the other areas.

BUSINESS PERSONNEL : OCCUPATION AND EXPERIENCE • In general, the workers’ experience has been in the same f ield as the

business. The Design and Decorat ion services have among their employees people who previously did basically manual labor. The Technical Assistance Providers have been assistants or aides. The Training and Accounting Assessment Providers have previously worked as professionals.

EMPLOYMENT SECURITY BENEFITS : OW NERS AND W ORKERS • In general the BDS business owners do not have basic employment

security benef its such as medical insurance or pension plans. Very few of them take vacations and if they do these are generally less than the one month period established by law. Almost no-one said that they assigned themselves the bonuses usually given on Christmas and Independence Day. As for the workers, less than one-third have medical insurance, pension benef its, or vacation (usually incomplete).

SOCIAL AND HUMAN CAPITAL OF THE BDS PROVIDERS • A comparative analysis of the Human Capital Index shows that the

Decorat ion and Information and Publicity service providers have signif icantly lower human capital levels than do the providers of Training, Accounting Assessment and Legal Counseling services.

• The Accounting Assessment, Legal Counseling and Training

providers are members of professional guilds. The last two have more social capital levels than the Design, Decorat ion and Technical Assistance providers. Half of the providers interviewed part icipate regularly in meetings held by the guilds and the rest do so occasionally. This membership and part icipat ion was begun during the last f ive years. These inst itut ions of fer them such services as supplies, technology, human resources, and accounting, legal and business management assessment as well as technical, productive and design assistance.

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INTRODUCTION The conception of the development of the business development services or non-f inanced services for small business as an alternative to tradit ional forms of support has gone through several dif ferent stages. From a vision based on the need for subsidies for its implementat ion – which itself was based on dif ferent variat ions of the premise that the micro-enterprise technical services were a public good, and that it was therefore impossible to subject them to a business transaction1 - , i t has begun to be looked at f rom the perspective of a market act ivity in order to promote its ef f icient implementat ion2. This f irst debate is st i l l going on in many areas of the ever more complex f ield of micro-enterprise development support. In Latin America, however, the debate leans towards how to achieve f inancial and inst itut ional sustainabil i ty for the development of the service in question. The prevail ing idea among the donors and operators in this area of business promotion in Latin America is that the non-f inance services should be concentrated in “service centers” which of fer those services that meet the needs of the business environment in which they are located. However, one question that is st i l l to be answered is what type of inst itut ion the service center should be. The most widely extended form of service center is the NGO, that is to say, a private enterprise that has a staf f of consultants and advisors who are specialized in the areas in which the small enterprises need help. The payroll expenses of the NGO usually correspond to those of the formal market for professional services since NGOs usually depend on international cooperat ion inst itut ions for the resources needed to implement their programs and these in turn demand administrat ive transparency in accordance with the law from the NGOs. This method of operat ion usually means that the fees for professional consultat ions or advice are too expensive for the small businessmen. This places a severe l imitat ion on the possibil i ty for expanding the services for the SMEs and for extending the coverage of these programs. Thus the idea of promoting a self -sustainable service market for the BDSs is ever more popular. This idea3 insists on the need for exploring in detail the professional supply of the BDS in a part icular market in order to later address those providers that work outside the inst itut ional circuit . The premise is that it wil l always be possible to f ind a segment of “private providers”, i .e. professionals that of fer their services direct ly to small businesses without any other labor connection than the demand for their service, that is to say the small businessmen who they assist. These providers usually work alone or in small groups and unlike the “ inst itut ional provider” connected with an NGO or a government support inst itut ion, their work is not subsidized in any way. This vision of business development service markets also emphasizes the adequate location of the direct providers in order to determine the orientat ion of and the preferences of the demand for sustainable 1 See Távara (1996) 2 See Lara Goldmark (1996, 1997) and the Donors’ Committee about the Development of Small Businesses (1997) 3 Detailed for example in Tanburn and others (1999)

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services. Since the family income of these providers is direct ly connected with the quality and relevance of the services they of fer, they are quicker to perceive the changes in their market than are the inst itut ional providers. The private providers use this information to design new products which sat isfy the specif ic demands of small business for BDSs in a specif ic environment. The compromise of the inst itut ional providers with their inst itut ional products could not allow them to clearly appreciate the impact of their products on their target populat ion.

1.1 The business development service market in Lima The BDS f ield has received systematic attent ion in Peru, where some important studies have been undertaken to set the points of the agenda for this business development area. Some general contr ibut ions have been made such as those done by Távara (1996) and by Coronel Zegarra (1999-2000), who have tr ied to theoret ically organize the dif ferent BDS conceptions and pract ices in the country. Likewise, empir ical studies of the BDS demand (Deside-Swisscontact, 1998, 1999, 2000) and the inst itut ional supply (Gutiérrez, 1999) have been made thus helping identify the major actors in this SME development promotion area. I I . STUDY PURPOSE Despite the potential of the direct BDS service providers to more realist ically oriented market development, i t should be pointed out that there is very l i t t le information available about its characterist ics. Systematic studies of this professional service area are needed in order for the donors and national organizat ions involved to better guided policies towards this type of services for the SMEs. The present study attempts to give a preliminary exploratory vision of the general characterist ics of the businesses and people who supply these services direct ly and of how those businesses adapt to the demands of the small enterprises. The conclusions proposed in this study make it possible to glimpse the basic structure of a policy promoting services for the SMEs that takes into account the direct demands of the target groups and of fers services adapted to the needs of the businessmen at a reasonable cost. I I I . METHODOLOGY The present exploratory descript ive study is based on data obtained f rom a sample of BDS providers for SMEs in Metropolitan Lima. This sample has been drawn by select ion methods due to the unavailabil i ty of an exhaustive sampling f rame about independent BDS providers who invest their own capital, do not receive national or international subsidies and who are subject to open market laws in their professional performance.

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A poll was taken of the providers who were direct ly identif ied by the services they of fer. This alternative was preferred over that of identifying them through their micro-enterprise clients due to the excessive cost of the latter alternative, and to the fact that the small business service market has already shown some relat ive growth in Lima, making it possible to easily locate both the inst itut ional and the private service providers. The most important reason, however, is that the DESIDE-Swisscontact studies (1998, 1999, 2000) of three sectors of the small business area in Lima in order to classify the demand for BDS has produced ample information about this aspect. Likewise, a homogeneous questionnaire for each provider was used in order to carry out a basic quantitat ive analysis of the provider populat ion and to collect ethnographic information that would also permit a certain degree of qualitat ive analysis. Since this is an init ial study the sample identif icat ion matr ix consisted of two simple variables: the field of activity that the provider was involved in, and the type of service offered to the enterprises. Nonetheless, other classif icat ion alternatives were considered, alternatives such as the dimensions of BDS delivery modes and client business act ivity, proposed by Goldmark (1996). The latter were not used because it was decided that they were better adapted to inst itut ional sample subjects and not to the individual providers that made up the majority of the study sample. As for the dimension of the client business act ivity, this would have required an abstract elaborat ion of the type of service of fered by the provider and was deemed unnecessary.

3.1 The Sample There are a variety of BDS in the Lima market: those that of fer assessment for increasing the aggregated value of f inished products; those that supply information and adjust the accounting books of the enterprises so that these meet the legal and accounting standards demanded by the tax authority (SUNAT), the municipality, the ministr ies, employment protect ion regulat ions, etc.; those that supply raw materials, equipment and machinery for the production process and which generally include maintenance, those that improve plant production processes; those that provide publicity and dif fusion in mass media; and, those that of fer real-t ime information to increase the ef f iciency of urban passenger transport. Attent ion was placed on the providers of services aimed towards improve product quality, productive processes and business management. Af ter analyzing the types of services of fered, these were grouped in the following categories: Design, Decorat ion (merchandising), Training, Technical Assistance, Legal Counseling, Information and Publicity, Accounting Assessment. The study has not covered those supplying raw materials (cloth, wood, leather, accessories, etc.) because these are almost always large companies whose major cl ients are medium and large businesses, even though they do of fer their services to the SMEs. Due to the same

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criter ia, the providers involved in the sale of machinery and equipment were also not included in the study. The sample BDS were init ial ly located in the areas of the city where the most well-known clusters of micro-enterprises are found. In Lima, the grouping of micro-enterprises by specialty has been extensive. The agglomerations chosen were those with the highest degree of specializat ion and which due to this had the largest number of productive services. The zones chosen were: Jr. Gamarra in the distr ict of La Victoria for clothing production SMEs, Vil la El Salvador for carpentry, Av. Caquetá in Cercado de Lima (Downtown Lima) for shoe production, and Comas for services of fered to small traders. Other areas were also searched for BDS providers by looking for signs on their business locales or through references f rom their cl ients. The only requirement for being included in the sample was that the company of fer BDS services to SMEs. The sample was intentionally selected instead of being randomly selected. Although the number or questionnaires given was greater, 130 BDS providers were selected for the sample. Those chosen preferably had a clientele composed of small and micro-enterprises. This process in itself gave the f irst results of the study. I t was soon found that there are BDS providers for the large, medium and small businesses but that it was dif f icult to f ind BDS providers dedicated exclusively to SMEs. The sample is composed as follows:

Table Nº 1. Sample by Economic Sectors and BDS supplied

Number Cases Services Offered

Sectors Total Design Decoration

Training Technical

Assistance Legal

Advise Information Publicity

Accounting

Total 130 17 10 38 22 13 14 16

Carpentry 16 3 1 4 1 4 2 1

Shoe-making 20 3 - 6 6 2 1 2

Metal works 17 3 - 4 3 - 3 4

Garments 25 5 - 13 2 2 1 2

Traders 21 - 6 5 4 2 2 2

Restaurant/Hotel 14 2 3 1 3 2 1 2

Transport 17 1 - 5 3 1 4 3

3.2 The Questionnaire The questionnaire contains questions in the following f ive categories (see Appendix 1 2): i . ) Organizat ion of the Service (market access, service management, relat ionship with other providers), i i . ) Market (competit ion, cl ients, needs, other services), i i i . ) Business data (assets, income, workers, employment benef its ), iv.) Knowledge and Experience (studies and previous experience of the owners and workers), v.) Personal Information (place of birth, age, address, posit ion, interview

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area). The questionnaires were f i l led in during 30-minute interviews done by f ive people: 3 professionals and 2 students in their f inal year of social and administrat ive science studies. The f ield work took place between December 10 and 30, 1999. Some providers refused to answer the questionnaire saying that they did not have the t ime or because of their disappointment in never having received the results of other studies in which they had collaborated. The data collected was analyzed qualitat ively (since biographical information was collected about each interviewee) and quantitat ively. This report attempts to present the appropriate combination of both types of information collected. IV. HOW DO THE BUSINESS DEVELOPMENT SERVICES OPERATE?4

4.1 Design Services a. What does the service consist of and what do the private

providers offer? The service includes the preparat ion of and presentat ion of drawings, plans, samples, types of material, costs and instruct ions for elaborat ing new products. The study found that the designers working with the SMEs in the selected sub-sectors are dedicated to making design proposals for furniture, shoe styles, and fashion designs, patterns, cutt ing and f it t ing for clothing makers. b. How do they obtain market access? There are three methods that the design service providers use to enter the SME market: cl ient recommendation (32.3%), direct ly by looking for their own new clients (29%) and ads in magazines, newspapers and pamphlets (29%). Only 10% of the providers use posters or bil lboards. Radio, internet and strategic location (where the demand exists) are not used. (See Table 10 in the Appendix 1). I t would seem that ads in magazines, newspapers or on the radio are l imited to small spaces or are infrequent because the amount invested in this type of publicity does not exceed $50 for 69.2% whereas the rest spend between $100 and $250 (See Table 11 in the Appendix 1). A high percentage (53.8%) of the interviewees said that their cl ients look for quality and service guarantee before easy payment terms, However, 26.9% place emphasis on the provider himself , that is on his responsibil i ty, honesty, fulf i l lment and abil i ty to inspire conf idence. Barely 11.5% like to have more personalized treatment when there are other components involved in the business relat ionship (f r iendship, k inship, common origin, etc.) (See Table 12 in the Appendix 1).

4 For the effects of this report, the rate of exchange for the time period covered by the poll was S/. 3.50 per US dollar.

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In regards to product quality, we have the test imony of a shoe last (block) provider:

Mr. Luis Palomino worked 6 months as a helper in a shoe last production workshop. The economic crisis in the early 90s forced him to set up a small workshop in his home and work “ informally”. He began with a sander and a few tools valued at US$ 200. Mr. Palomino knew that he had to overcome two obstacles to gain a market for his products: the economic crisis affect ing the Peruvian family income, and the fact that his products were too expensive for the available market. To overcome these obstacles, he decided to buy lasts (blocks) that were used and out of fashion and which had been discarded by the factories. He was able to buy them at a good price and dedicated himself to alter ing them (cutt ing the points and sanding them) to obtain a new model. With t ime, he has become one of the few shoe last transformers to be well-known and sought out by clients because his prices are very competit ive, because his models are st i l l accepted by certain segments of the model, and because “he is very fr iendly to his cl ients”.

The designers say that they face three types of obstacles to of fering their services: lack of capital (36.8%), the fact that the clients do not give their work its real value (15.8%) and excessive competit ion for f inding a market for their services (10.5%). (See Table 13 in the Appendix 1). c. How do they administrate their business? To determine prices, the majority of the providers (59.3%) take into account the f ixed and variable costs; very few (11%) guide themselves by market prices without calculat ing their own costs; l ikewise, only a few add a standard prof it percentage (30%) to their costs. I t should be pointed out that 18.5% of the designers set their costs depending on the client, that is to say the exclusivity of the product or the t ime involved determine the price for the service. (See Table 14 in the Appendix 1). The type of payment for the services is in cash or by credit . 58.8% of the providers accept credit and allow the clients to pay for the service in parts. (See Tables 15 and 16 in the Appendix 1). 41.2% of the design service providers do not have full- t ime permanent workers while 58.8% do. The temporary workers depend on market demand and according to the data received, 64.7% of the temporary workers work full t ime when working. (See Tables 17 to 21 in the Appendix 1). Only one third of the workers received some type of employment benef it : medical insurance, pension plans, vacations. (See Table 22 in the Appendix 1). Business assets reach US$ 1,000 for 6% of the providers. 29.4% have assets between US$ 2,400 and US$ 6,000 and 23.5% of the providers have assets of more than US$ 22,500. (See Table 23 in the Appendix 1). Among those interviewed was one provider with machinery valued at

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more than US$ 100,000 although its real cost was much lower. This is the case of Mr. Nery Simeón, another shoe last provider.

Like many other young people in his place of origin, at the age of 20 and with only a f if th grade education he was forced to move due to lack of work. He came to the Capital from the central sierra and started to work in a shoe last factory where he learned the tr icks of the trade. After only a few years the factory went bankrupt ( the import substitut ion industr ial model underwent a severe crisis and the reforms in industr ial policy in the country were insuff icient to meet the crisis). With the money received from his employment security benefits he opened his own workshop and started to do the only thing he knew how to do: make shoe lasts. Since 1989, he has designed and provided shoes lasts for women’s, men’s and children’s shoes according to the latest fashion trends. However, this migrant with l i t t le formal education has addit ional merit . In his interest to meet the demand of his growing market, he decided to build a shoe last copying machine based on his abil i ty to observe and analyze. With a US$ 6000 investment he built the machine saving himself a lot of money because the market price for the machine was US$ 90,000. This drew a lot of attent ion from his own peers and strangers alike, The President of the Republic even visited his workshop and congratulated him for his ingenuity.

Market competit ion is strong and is basically due to prices and the excessive supply of similar services provided by small pr ivate enterprises. Public inst itut ions and NGOs are not considered to be competitors. (See Tables 24 to 27 in the Appendix 1). d. What were the results? The total number of cl ients declared was 6,578 of which 23% are steady clients. 53.8% of the providers have between 21 and 60 clients and 23.1% have up to 20 clients. (See Tables 28 and 29 in the Appendix 1). The est imated income for design and decorat ion services reaches US$ 516,270. 76.9% had incomes of more than US$ 10,000 and 23.1% had incomes between US$ 3,000 and US$ 10,000. (See Tables 30 and 31 in the Appendix 1). e. What is needed to improve their services? I t should be pointed out that the majority said that they do not need training, information or business relat ion services to improve their services, but there is a large percentage (58.8%) that has other needs. Among these, credit is the most of ten mentioned (90%). Those that did say that they needed training wanted it to improve their products and well as their business management. Equally, the information requested has to do with markets, and they want better business relat ions with their colleagues and clients. (See Tables 32 and 33 in the Appendix 1).

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4.2 Decoration Services (merchandising) a. What does the service consist of and what do the private

providers offer? The service includes the preparat ion and presentat ion of diagrams, plans, materials, budgets to transform spaces and display commercial products in rooms and showcases in small businesses. I t was found that the decorators working with SMEs dedicate themselves to transforming interiors preferably in the business sector and in restaurants and hotels. b. How do they obtain market access? The two principle methods that the decorat ion service providers use to enter the SME market are client recommendations and searching for new clients themselves (29.4% in each case). Ads in magazines, newspapers and pamphlets are used by 23.5%. Only 11.8% uses posters and bil lboards. Radio, internet and strategic location (where demand is high) are not used. (See Table 10 in the Appendix 1). The amount destined to promoting their services vary f rom those that spend US$ 50 or less (37.5%) and those that spend between US$ 91 and US$ 250 (50%). (See Table 11 in the Appendix 1). For 47.15% of those interviewed, conf idence, responsibil i ty, honesty, fulf i l lment and punctuality are what their cl ients l ike most. In second place, service quality and guarantee were preferred (35.3%) and last ly personalized attent ion (11.8%). As for the service demanded by the clients in trade or the restaurant business, it is very l ikely that “art ist ic sense” is expressed in conf idence and fulf i l lment among others. (See Table 12 in the Appendix 1).

One restaurant decorator, who did not f inish his studies in Escuela de Bellas Artes (an art school), aff irms that the majority of his cl ients leave everything regarding the visual presentat ion of the ambits that he must transform in his hands. In order to have an idea of what the client l ikes he has a long conversation with the client… “I only ask two basic questions: Why do you want to have a restaurant?. Generally, the answers give me an idea of the type of food the client plans to sell; the type of cl ients he wishes to attend; the type of attent ion he wants to offer (how he is dist inguished: prices, treatment, image). The other question is… How much money is available for decorat ion expenses?”

The decorators say that the obstacles to their supplying better service are due to external factors, especially three in part icular: lack of capital, the economic situat ion in the country, and unfair competit ion (22.2% each). There are probably no problems with qualif ied human resources or with equipment and tools. (See Table 13 in the Appendix 1). c. How do they administrate their business? Although the majority (56.3%) determine their pr ices by analyzing the f ixed and variable costs there are also those that simply add a standard

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prof it percentage of between 30 and 50%. In addit ion, there are no established fees in this market but rather services are charged for in funct ion of the cost structure. (See Table 14 in the Appendix 1). The type of payment for the service given is in cash or by credit . 40% of the providers accept credit and generally allow the clients to pay for the service in two parts. (See Tables 15 and 16 in the Appendix 1). Also, 60% of the decorat ion service providers have 1, 2 or 4 full- t ime permanent workers. However, 40% of the workers are temporary help. (See Tables 17 to 21 in the Appendix 1). Only 20% of the workers receive their r ights to employment benef its (See Table 22 of the Appendix 1). Likewise, 70% of the businesses have assets between US$ 901 and US$ 6,000. 20% have assets of less than US$ 900 and 10% have assets of more than US$ 22,500. (See Table 23 in the Appendix 1). Competit ion is strong and intense and is the result of pr ices and the over supply of similar services provided by small, medium and large private enterprises. The public inst itut ions and the NGOs are not considered to be competitors. (See Table 23 in the Appendix 1). d. What were the results? The total number of cl ients declared was 1,562 of which 60% are steady clients. 50% of those interviewed said that they have between 21 and 60 clients and 20% said that they have between 20 and 60 clients. (See Tables 28 and 29 in the Appendix 1). The est imated yearly income for the decorat ion services reaches US$ 316,130. Approximately 76.9% declared that their income was more than US$ 10,000. (See Tables 30 and 31 in the Appendix 1). e. What is needed to improve their services? Once again, the vast majority said that they do not need training or information although they did declare the need for ways of expedit ing new business relat ionships (70%) especially with businesses in general. Those that did say that needed training wanted it in order to improve their product; the information requested dealt str ict ly with markets and as for other needs, capital was again demanded by 100% of the providers. (See Tables 32 and 33 in the Appendix 1).

4.3 Training Services a. What does the service consist of and what do the private

providers offer?

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This category consists of those providers who are direct ly involved with transmitt ing knowledge or developing abil i t ies in production or management to SMEs. Those supplying training are not only found in the technical or vocational schools, they are also professionals that work for private inst itut ions and that of fer their training services. They are found in all the sectors, that is to say that they are found in design and decorat ion; they of fer training in the handling of equipment (usually machine providers); they of fer training in carpentry, shoemaking and clothing manufacture; they teach how to elaborate new products; in transportat ion, they teach how to drive correct ly. In general, they work with adult secondary education. b. How do they obtain market access? The favorite method for becoming known in the market is through magazines, newspapers and pamphlets (33.3%), but there are also those who become known through client recommendations (29.2%). Another method is through f r iends (19.4%) and radio (11.1%) (See Table 10 in the Appendix 1). Investment in publicizing their services is varied. 27.6% invests more than US$ 250, but there are also those that invest less than US$ 20 (24.1%). (See Table 11 in the Appendix 1). One interest ing case which shows the evolut ion of the forms of of fer ing services is the story of a trainer who began working independently in a small locale in an area where the providers of raw materials for shoemaking were concentrated. In the beginning he of fered pattern-making and design services for Lima workshops, but later he dedicated himself to training upon observing that many young people lef t secondary school without knowing how to do anything while on the other hand the apprentices in the shoe-making workshops did not have enough money to pay for specialized technical training.

“I ’m the pioneer and leader in technical training in pattern-making and design. I realized that there was a lot of demand for apprentices but the problem was that they didn’t have money or the shoe-making workshops where they worked didn’t give enough importance to training their workers. For this reason, I programmed 3-month courses with a registrat ion fee of S/. 10.00 and a monthly fee of S/. 100.00; they generally pay me S/. 25.00 weekly. People come to me due to the recommendations of the students themselves and the reports they have made about me on TV (up to 3 channels) when the small and micro-enterprise theme became popular. I also distr ibute f lyers in galler ies and where shoes are sold.”

Clients who seek training services f irst want to have conf idence in the provider (30%), then they look for quality and guarantee (25%) and last ly, personalized attent ion (21.7%). I t should be pointed out that there are 16.75 that look for ef f iciency and ef fect iveness in the training. (See Table 12 in the Appendix 1).

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The principle obstacle found by the trainers is the lack of capital (17.1%) and unfair pr ice competit ion (14.6%) as well as the fact that their cl ients do not really appreciate the value of training (14.6%). (See Table 13 in the Appendix 1). c. How do they administrate their business? In general, they set their pr ices by taking into account the f ixed and variable cost structure (48.2%). They also observe the market prices (32.1%). There are also those (12.5) who determine their pr ices in relat ion to the demands of the clients. (See Table 14 in the Appendix 1). The majority of the trainers (60.5%) do not of fer credit and if they do, approximately 40% prefer to be paid in two parts. (See Table 15 and 16 in the Appendix 1). However, there is a paradigmatic case of one female trainer with a high level of social sensit ivity, who gives f ree assessment to poor country people who have the desire to start their own business.

Mrs. Ana María Navarro of 50 years of age and a native of Ocoña in Arequipa, is a consultant and advisor for studies and diagnoses of local reality and training in Business Management. She is a professional in education, specializing in guidance counseling. She has a masters degree in Educational Psychology and a Doctorate in Business Management. She says…”I work as an NGO consultant for which I receive payment, however, I advise and help groups of people who want to start micro-enterprises but who do not have the money to pay me… I help them because I see that they have a lot of init iat ive and the desire to work. The people come and explain to me what they know how to do and tell some of their very simple ideas of start ing a business. Some of them have gone to government inst itut ions or even to some NGOs for orientat ion about market demand and work opportunit ies, but they also want to have continuous supervision unti l they dominate the business”.

Around 50% of the trainers say that they do not have permanent full- t ime help. 21% of them have 1 or 2 workers. The rest of those interviewed have a varying number of workers depending upon the type of inst itut ion to which they pertain (educational centers and technical inst itutes among others). (See Tables 17 to 21 in the Appendix 1). As for employment benef its , 36.7% enjoy the r ight to a vacation and only 23.3% have contr ibut ions made to their pension plan. (See Table 22 in the Appendix 1). The value of their assets for 28.1% of the trainers is less than US$ 1000 although approximately 22% have assets between US$ 6000 and US$ 22,500. There is a smaller percentage of 18.8% with asset superior to US$ 22,500. (See Table 23 in the Appendix 1). Competit ion has been strong and intense during 1999 due more to an over supply of services than to prices. The competit ion comes f rom the private sector especially f rom small (48.1%) and medium-sized (29.6%) businesses. I t is interest ing to note that 26.8% felt that their was not a sense of competit ion during said year. (See Tables 25 to 27 in the Appendix 1).

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d. What were the results? In the sample studied there were 7,633 clients of which 20% were steady clients. Approximately 48% of those interviewed had up to 60 clients and 23.7% had between 130 and 500 clients. There are nearly 8% that declared that they had more than 500 clients. These last pertained to technical training centers. (See Tables 28 and 29 in the Appendix 1). Total income reached US$ 2,004,038.00. More than two-thirds of those interviewed said that their income was more than US$ 10,000. (See Tables 30 and 31 in the Appendix 1). e. What is needed to improve their services? Approximately 42.1% believe that they need training to improve their services. Of these, 53.3% want training orientated towards developing their products and 46.7% want training to improve management skil ls. I t should be mentioned that there are also trainers who proposed the need for capital (77.8%), promotion (16.7%) and government policies (5.6%). (See Tables 32 and 33 in the Appendix 1).

4.4 Technical Assistance Services a. What does the service consist of and what do the private

providers offer? This category is comprised of services for improving productive processes, management, security, engineering studies and investment projects. The providers interviewed of fer technical assistance associated with the sale of equipment and machinery, but they also of fer repair and maintenance services to maintain production. b. How do they obtain market access? The providers of technical assistance services become known in the market through client recommendations (31.4%). They also place ads in magazines, newspapers and pamphlets (29.6%). 17.1% use the direct route by looking for cl ients personally and 14.3% make use of posters and bil lboards. (See Table 10 in the Appendix 1). Investment in publicity is small, around 75% of them spend less than US$ 100. (See Table 11 in the Appendix 1). The clients’ select ion of the technical assistance service provider is chief ly based on the quality and guarantee of the service (41%) but it is also based on conf idence in the provider as a person (30.8%). Ef f iciency and costs are also a factor of dif ferentiat ion (15.4%). (See Table 12 in the Appendix 1).

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One technician that offers machine maintenance and repair services for the clothing manufacturing industry in Gamarra says: “cl ients look for me because when I am asked to repair a machine, I l ike to leave it working well even if I have to work past midnight… when the client sees that you are dedicated to your work and are worried about his needs or problems, he is faithful to you…”

There are several types of obstacles for this type of service, the idiosyncrasy of the clients is mentioned (20%) along with lack of capital (10%), the economic situat ion of the country (15%), unfair competit ion (15%) and the cost of the service (15%). The year 1999 was characterized by strong competit ion basically due to the over supply of service (54.5%). (See Table 13 in the Appendix 1). c. How do they administrate their business? Around 39% of the providers f ix their pr ices according to a system that takes into account the f ixed and variable costs. 22.6% add a pre-determined percentage to their costs and 12.9% take into account the market rates. (See Table 14 in the Appendix 1). There is a 45.5% that give credit in various payments or in proport ion to the conf idence they have in the client. (See Tables 15 and 16 in the Appendix 1). Those interviewed state that 54.5% of their workers are permanent full-t ime help and 40.9% of them have f rom 1 to 3 workers. 45.5% have temporary full- t ime help and 36.4% have between 1 to 3 workers. (See Tables 17 to 21 in the Appendix 1). Only one out of every four workers has a pension plan and vacations while 30% have medical insurance. (See Table 22 in the Appendix 1). In regards to business assets, 36.8% have an investment between US% 900 and US$ 2,400. 21.1% estimate that their investment is between US$ 6,000 and US$ 22,500. (See Table 23 in the Appendix 1). Competit ion has basically been due to over supply (54.5%) and prices (27.3%). Competit ion in 1999 was considered to be strong by 65.9% of the providers and said competit ion came from small and medium-sized enterprises. (See tables 25 to 27 in the Appendix 1). d. What were the results? In the service sample studied, a total of 5,033 clients were found. Of these, 13% were steady clients. Client distr ibut ion shows that 40.9% of the providers have between 131 and 500 clients, 22.7% have between 21 and 60 clients and a similar percentage has between 61 and 130 clients. (See Tables 28 and 29 in the Appendix 1). Total income for this sector was more than US$ 455,290. 55% of the providers declared having an income of between US$ 3,000 and US$ 10,000. In addit ion, 30% surpassed this amount. (See Tables 30 and 31 in the Appendix 1).

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e. What is needed to improve their services? The percentage of providers interviewed that say that they do not need training, information, business relat ions and others to improve their services is always greater than those who say they need it . The type of necessit ies suggested by them are support for developing their products (50%), normativeness (50%), relat ions with businesses in general (50%) and capital (70%). (See Tables 32 and 33 in the Appendix 1).

4.5 Legal Counseling Services a. What does the service consist of and what do the private

providers offer? This includes business development counseling and legal assessment for the fulf i l lment of regulat ions. The providers interviewed of fer business development counseling services in the administrat ion of systems, project formulat ion, environmental impact studies, and personnel evaluation. Legal counseling services include the constitut ion of enterprises, labor af fairs and commercial administrat ive formalit ies. b. How do they obtain market access? Those that of fer legal and business counseling services enter the market preferably through client recommendations (42.9%) or direct ly through personal contacts (29.6%). 19% believe that the location of their business is important for obtaining clients. (See Table 10 in the Appendix 1). Investment to promote these services is very small. 25% of the providers invest less than US$ 20 in publicity, another 25% invest between US$ 20 and US$ 90, the remaining 50% spend f rom US$90 to more than US$ 250. (See Table 11 in the Appendix 1). The clients prefer one service over another more for their conf idence in the provider as a professional and as a person (68.8%) than in the product or service itself (6.3%). Clients who look at prices f irst make up approximately 18.8%. This information clearly shows that conf idence is even more important when establishing a legal relat ionship. (See Table 12 in the Appendix 1).

“The confidence factor is what helps me keep my clients – says one legal consultant - … I offer dif ferent types of services in the legal f ield: tr ials, contracts, business l icenses, health cert if icates, etc. I work in Vil la El Salvador where I have been a Just ice of the Peace, Secretary to the Board and Legal Manager of the Industr ial Park between 1980 and 1990. I am sincere with my clients, I make them see the problems involved with not meeting the legal norms and I offer them several possible solut ions. I think they also l ike my self-assurance when I explain things… the dif ference between my services and those of an empir icist is that I can give them the guarantee that they wil l not have problems later, this at the same

15

t ime means that I charge more than the competit ion… I stress my status as a professional with a lot of experience.”

The obstacles for this type of service are basically unfair pr ice competit ion (25%) and client idiosyncrasy (20%) (See Table 13 in the Appendix 1) as is the case of the clients of Marcelino Contreras, a lawyer f rom Cuzco who works in Gamarra. He believes that the location of his of f ice is a serious problem.

What has the competit ion been l ike? – we asked -: “Terr ible… one problem is that my off ice is on the second f loor and people don’t want to cl imb the stairs… they only go to the off ices on the f irst f loor where the majority of the people are informal business transactors…”

c. How do they administrate their business? Prices are f ixed using one of four options: f ixed costs plus variable costs (28.6%), using market prices (23.8%), the situat ion of the client (23.8%), and adding a standard percentage to costs (19%). (See Table 14 in the Appendix 1). The majority of the providers of fer their services on a cash basis (61.5%) those that give credit use dif ferent credit modes. (See Tables 15 and 16 in the Appendix 1). Only 46.2% of those interviewed have permanent full- t ime workers. They usually have 2 or 3 workers. 38.5% of the providers said that they had temporary part-t ime help. More than 50% of the interviewees have an average of 3 workers. (See tables 17 to 21 in the Appendix 1). Employment benef its are guaranteed for two-thirds of the workers, including bonuses. (See Table 22 in the Appendix 1). In regards to business assets, 36.4% have less than US$ 1,000. Only 10% have an investment of more than US$ 22,500. (See Table 23 in the Appendix 1). Competit ion in 1999 was strong and was marked by over-supply and prices (38.5% each). The competit ion was f rom small, medium and large businesses. (See Tables 24 to 27 in the Appendix 1). d. What were the results? In the sample studied, a total of 2,089 clients was found. Of these, 20% are steady clients. Up to 41.7% of the interviewees state that they have less than 20 clients. Another 25% say that they have f rom 21 to 60 clients. (See Tables 28 and 29 in the Appendix 1). The total income for this area of act ivity in the sample studied was US$ 392,436. 63.6% obtained amounts surpassing US$ 10,000 in 1999 and 36.4% had incomes between US$ 1,500 and US$ 10,000. (See Tables 30 and 31 in the Appendix 1). e. What is needed to improve their services?

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69.2% of the business and legal counseling providers need relat ionships with businesses in general (77.8%) and with public inst itut ions (22.2%) to improve their businesses. They also express the need for capital (100%). (See Tables 32 and 33 in the Appendix 1).

4.6 Information and Publicity Services a. What does the service consist of and what do the private

providers offer? This service includes the production of soundtracks, videos and graphics to publicize products or services in the market, i t also includes those that provide information. The people involved in this services are designers, graphic art ists, marketing specialists, and bil lboard and poster maintenance people. Those interviewed of fer the following services: marketing and means planning, production of commercials for TV and radio, magazine publicat ion, document edit ing and print ing in general, elaborat ion and maintenance of bil lboards, production of plast ic transportat ion route signs, posters, production of publicity T-shirts, catalogues, publicity photography, and specif ic information. b. How do they obtain market access? 28.6% of the providers of Information and Publicity services enter the market through the method with which they are most famil iar: magazines, newspapers and pamphlets, however, i t is observed that they spend very l i t t le money on this ( less than US$ 100). There are other providers that take advantage of cl ient recommendations and personal contacts. On the other hand, they do not use radio or TV to promote their services. (See Tables 10 and 11 in the Appendix 1). 50% of the providers believe that their best letter of presentat ion is the quality and guarantee of the services they of fer, however 20% of the providers believe that the ef f iciency and ef fect iveness of their services that allow them to of fer competit ive prices are what sat isf ies their customers. (See Table 12 in the Appendix 1).

The quality and opportuness of precise immediate information is very important in such a competit ive business in Lima as is mass urban transportat ion. This has become even more true since it has been possible to freely import vehicles and the urban transportat ion system has been renovated. Both measures allowed workers who had lost their jobs as a result of the economic reform to invest their unemployment insurance benefits in the purchase of mass transportat ion vehicles in order to earn money. Start ing in the 90s, thousands of buses and minibuses started to circulate in Lima competing for passengers. This situat ion act ivated the transportat ion sector creating more jobs for drivers, t icket sellers, gas stat ion attendants, mechanics, t ire-changers, painters, etc. but they also created new jobs such as the city bus’ “Avisador” who

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provides information to the public transportat ion drivers. The “avisador’s” job is to stand on a corner and observe the transportat ion traff ic f low. They then inform the drivers of the bus l ines with which they have an agreement of the following: number of passengers on the preceding bus, the amount of t ime that has passed and how fast the bus was going. This information is passed through a verbal code or on a small paper. With this information, the driver knows if the bus in front of him is ful l, how long it has been since it passed and its speed, all of this helps him regulate his own velocity. Eddy Santos is an “avisador”. He is 26 years old and has a secondary education. He starts work at 7 a.m. and f inishes at 8 p.m. He says, “… I am an informal “avisador” and I have a verbal agreement with the drivers on this route. They pay me from 0.10 to 0.20 nuevos soles each t ime I give them information. My tools are this watch and clipboard. I can make up to S/. 60 a day, although I must share this with the person who transferred his posit ion to me”. Eddy has improved his job posit ion. He saved his money and brought a t ime clock with which he offers information to all the buses pertaining to a certain bus l ine, thus permitt ing them to control the arr ival and departure t imes at their terminals.

The most important obstacle is unfair competit ion in the market: 23.1% of the providers complain about this. Other obstacles referred to are the lack of equipment, tools and infrastructure (15.4%), lack of capital (15.4%) and others. (See Table 13 in the Appendix 1). c. How do they administrate their business? Prices are determined by taking into considerat ion both f ixed and variable costs (50%) although they were also determined by considering market prices, by adding a standard prof it percentage and by taking into account the part icularit ies of each client (15% for each of these) (See Tables 14 in the Appendix 1). Only 14.37% of fer their services for credit and the few that do so use various credit modes (See Tables 15 and 16 in the Appendix 1). The interviews revealed that 28.6% of the providers have f rom 1 to 3 permanent full- t ime workers. 35.7% have between 1 and 4 temporary full- t ime workers. (See Tables 17 to 21 in the Appendix 1). Employment benef its are pract ically non-existent for the workers and only 9.1% have the r ight to vacations. (See Table 22 in the Appendix 1). Business assets vary. Investment has been considerable (more than US$ 22,500) for 10% of the providers. 50% have assets between US$ 1,000 and US$ 6,000. (See Table 23 in the Appendix 1). Market competit ion is strong due to prices and the over supply of similar services by small pr ivate enterprises. Public inst itut ions and NGOs are not considered as competit ion (See Tables 24 to 27 in the Appendix 1). d. What were the results?

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The total number of cl ients declared was 1,383 of which 8% are steady clients. Client distr ibut ion is as follows: one-third do not have more than 20 clients, another third has between 61 and 130 clients, and 25% have between 21 and 60 clients. (See Tables 28 and 29 in the appendix 1). The est imated income for Information and Publicity services reaches US$ 406,583. 58.3% of those interviewed obtained between US$ 3,000 and US$ 10,000. 25% of the providers obtained incomes of more than US$ 10,000. (See Tables 30 and 31 in the Appendix 1). e. What is needed to improve their services? Some (50%) say that they need training. Of these, 71.4% say that they basically need training to develop the product or to improve the quality of the service that they of fer. The other 28.6% need training in business management. 75% of those interviewed request information about markets (national and international, trends) and about laws concerning labor, taxation and administrat ive procedure. In regards to market relat ionships, the search for businesses, cl ients and colleagues in the same f ield is urgent (100%). Finally, 100% of the providers interviewed state that capital is necessary to improve their services. (See Tables 32 and 33 in the Appendix 1).

4.7 Accounting Assessment Services a. What does the service consist of and what do the private

providers offer? This service includes business accounting and tax management assessment, some include f inancial assessment and audit ing. The providers interviewed keep the accounting books, make up the balance sheet and determine tax payments. They also give advice on the f inancial management of resources and provide support documents for credit applicat ions. One accounting consultant told us:

“The services I offer do not only include accounting and tax assessment but also f inancial and business management assessment. I am generally hired for accounting services, but as I get involved in my work, visit ing and becoming more aware of the client ’s situat ion and that of his business, I propose solut ions for problems inherent to the business either because the client asks me to or because I perceive the lacks and problems of the business and discuss them with the client. That’s what my clients l ike about me and it ’s the reason why I am well-known”. Since the government passed the economic reforms, a key affair has been taxation. The agency responsible for collect ing taxes

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(SUNAT) was modernized and the taxable populat ion was increased from 6 to 12%. The Tax Administrat ion Superintendency (SUNAT) carr ied out operat ives in dif ferent sectors including small and micro-enterprises result ing in many of them being obliged to formalize their business and hire the professional services of accountants.

b. How do they obtain market access? Those that of fer accounting services become known in the market through two dif ferent methods: cl ient recommendations (56.5%) and personal contacts (30.4%). Very few of them advert ise in magazines or newspapers (8.7%). (See Table 10 in the Appendix 1). Approximately two-thirds of those interviewed invest in advert ising their services but the amounts are very small, less than US$ 100. (See Table 11 in the Appendix 1). Conf idence in the provider is what the clients most value (41.7%), fol lowed by quality and guarantee (29.2%) and personalized attent ion (25%). (See Table 12 in the Appendix 1). The obstacles for this type of service are found basically in the idiosyncrasy of the clients (20%) that do not appropriately value the work done. Equally, local regulat ions cause problems (23%). (See Table 13 in the Appendix 1). c. How do they administrate their business? Prices are determined by taking into account the f ixed and variable costs (39.3%) and, as could be expected, by the situat ion of the client (28.6%). This does not mean that current market prices are not taken into considerat ion, they are by about 25% of the providers. (See Table 14 in the Appendix 1). Services are paid for by credit or in cash (50% each). Those that give credit are paid for their services in installments (see Tables 15 and 16 in the Appendix 1). 50% of the accounting service providers have permanent full- t ime help. 31.3% have 1 or 2 workers. Temporary help is used by 19% and part-t ime help by 35.7%. (See Tables 17 to 21 in the Appendix 1). Approximately 1/3 of them enjoy employment benef its. (See Table 22 in the Appendix 1). In regards to business assets, 60% of them have less than US$ 2,400 and 26.7% have assets between US$ 2,400 and US$ 6,000 (see Table 23 in the Appendix 1). Competit ion in 1999 has been strong (75%) and was marked by over supply (50%) and prices (37.5%). This competit ion basically came from small enterprises (87.5%). (See Tables 24 to 27 in the Appendix 1). I t is interest ing how one provider overcame the competit ion. He is an accountant who inherited the business f rom his father- in- law and who made a very important decision. He decided to maintain a select group of cl ients and give up the small, irregular cl ients.

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“For years, I worked as an accounting assistant for my father- in-law who f inally gave up the business due to management problems… I took over the business three years ago and now I am the accountant with the highest salary in Comas (a densely populated poor sector). When I took over the business, I made the decision to not work for pennies but rather for the bigger cl ients… I kept the ten that accepted paying me higher wages and I started growing. Now, I not only have the original ten but also others including some small businesses which consult me about the best way to be prepared for a visit by the superintendent”.

d. What were the results? In the sample studied for this service, a total of 1,977 clients were found. Of these, 18% were steady clients. Client distr ibut ion indicates that 46.7% have between 21 and 60 clients and 33.3% have 20 clients or less. (See Tables 28 and 29 in the Appendix 1). Income surpassed US$ 351,618. 46.2% of the providers say that their incomes exceeded US$ 10,000 and 38.5% said that their income was between US$ 3,000 and US$ 10,000. (See Tables 30 and 31 in the Appendix 1). e. What is needed to improve their services? A total of 55.6% of the accounting assessment providers said that they needed help for developing business management, 44.4% indicated that they needed help for developing products. 50% of them wanted market information and 50% wanted information about laws and regulat ions. Business relat ions in general were asked for by 88.9% and with public inst itut ions by 11.1%. 100% of them also expressed the need for capital. (See Tables 32 and 33 in the Appendix 1). V. BDS PROVIDER PROFILES

5.1 Gender, origin, formation and experience Are the BDS managed by men or women? Due to the exploratory nature of the study and the l imitat ions of the sample, this question can be conclusively answered. However, the data indicates that the majority of the providers are men (75%) and they are the owners or highest management representat ives of the businesses, especially those of fering services involving Accounting Assessment, Information and Publicity, and Technical Assistance where men make up more than 90%. Women providers are only found in the Design, Training and Legal Counseling services although in a smaller proport ion, between 35 and 39%. (See Table 1 in the Appendix 1). On observing the place of birth, i t was found that this type of services is in the hands of providers that were born in Lima or Callao (61.6%),

21

part icularly those of fering Accounting Assessment and Information and Publicity services. Those f rom the provinces are fewer (38.4%) and they are principally f rom the sierra. In addit ion, around 64% of the Technical Assistance providers are f rom the provinces. In other words, there are few natives of Lima in this last service. (See Table 2 in the Appendix 1). I f one pays attent ion to age, it can be observed that the greater percentage of the providers are between 35 and 39 years of age, but there are some dif ferences between the dif ferent services. For example, in Training, there are more providers above 50 (31.6%). The same is true for Technical Assistance (27.3%) where only 13.6% of the providers are less than 35. Where are the young people? They are found in the Information and Publicity services where inclusively people under 20 are found managing businesses. I t would seem that the Decorat ion, Legal Counseling and Accounting Assessment services are reserved for people of at least 25 years of age. (See Table 3 in the Appendix 1). As for professional preparat ion, around 60% of those interviewed went to university. Another 25% went to a vocational or technological center and 15% of them only have a high school education (see Table 4 in the Appendix 1). There are only two cases of information and publicity providers with only a primary education. These last make plast ic route signs that are stuck on the windshields of the urban passenger transportat ion units.

Macario Quispe is a young man from the provinces who has l iked to draw block letters since he started school. According to him, this l iking was born because he used to watch his uncle paint letters on the cargo trucks that went back and forth between the coast and the sierra. When he arr ived in Lima because his family had to f lee from terrorism, his scant resources didn’t permit him to continue studying and he had to look for work. He began as a fare collector on a mini-bus. The work was dif f icult and hard on his throat which was often irr itated by the cold. The idea of paint ing the route and destinat ions on the sides of the bus or making wooden or cardboard signs to be f ixed to the windshield wasn’t pract ical because periodically, and thanks to the free transportat ion market in those years, the route and destinat ions could be changed to meet passenger demand and avoid competit ion. I t was therefore necessary to have a set of dif ferent route and destinat ion signs that were easy to put on and take off . Conscious of this need and thanks to his associat ion with a fr iend who worked for a plast ic distr ibutor, they began to make signs from str ips of plast ic (40 cm. X 20 cm.) that when moistened stuck to the glass easily. Success was almost immediate due to the low cost (S/. 0.50) and the versati l i ty of the signs. He stopped working as a fare collector and dedicated himself to drawing letters. His creativity has led him to make the signs from loud attent ion-gett ing colors. Now, he is famil iar with all the process for making plast ic signs and has a small factory where purchasers buy wholesale. At the moment he doesn’t have any plans to study… he has a lot of work because competit ion has already appeared.”

However, the case presented above is an exception because the majority of the providers have university degrees or cert if icates that verify their

22

studies in a center of higher education (75.4%), in part icular those that of fer Accounting Assessment, Legal Counseling, Training and Design services. In the Decorat ion, Information and Publicity and Technical Assistance services the percentage of people with university degrees is smaller (50 to 63%). (See Table 5 in the Appendix 1). More meticulat ion in comparing university studies with degrees received shows that only 56% have a degree, the rest did not f inish their studies. The degrees have been obtained in professions related to business or the social sciences, in f ields such as administrat ion, accounting, engineering, law, education, economy and sociology. I f one observes the type of service of fered, those in Design have computer training, have gone to a vocational/ technical inst itute or have administrat ion studies. Those of fering Technical Assistance services have a variety of specialized training cert if icates obtained f rom technical inst itutes or sporadic courses. Not all of those that of fer legal counseling have law degrees: some of them studied administrat ion or other specialt ies, which causes one to suppose that they of fer complementary legal services as transactors ( t ramitadores) , experts in f i l l ing out tax forms or business permit applicat ions, among others. Those in Accounting Assessment do have degrees (81.8%) although there are also those that studied business administrat ion or who have cert if icates f rom seminars and short courses. The latter probably carry out complementary tasks in the business. Those of fering Training are teachers, engineers and administrators. Here again, there are those that only have cert if icates received f rom attending seminars and courses. (See Table 6 in the Appendix 1). They are businesses with a rather short existence since the majority of them began in the 90s (75.4%). 17% were begun in the 80s and 7.7% were begun in the 70s. The businesses generally have correct legal status since 72.7% of them have operat ion permits, most of which have been obtained since 1996. The majority of the Design, Decorat ion, Training and Accounting Assessment services began their operat ions in the 90s. The Technical Assistance services have been constituted since the 80s. (See Table 7 in the Appendix 1). Before dedicat ing themselves to of fering BDS, those interviewed were usually employed in the same business sector either in production or in marketing. The Design providers worked in shoe factories (16.7%), as trainers or advisors (11.1%), salesmen (11.8%) or students (16.7%). The Decorat ion providers were salesmen (22.2%) but there were also builders, advisors and students (11.1%). Before dedicat ing themselves to of fering Trainers, these providers were advisors (26.1%) or workers (17.4%). The Technical Assistance providers were either employees or self -employed in machine metal workshops (37.5%). Those in Legal Counseling or Accounting Assessment were students, worked as employees or were already professionals. Those in Information and Publicity were students, publicity agents, and employees (15.8%). (See Table 8 in the Appendix 1).

5.2 Market Access

23

One of the questions asked by cooperat ion entit ies and some governments interested in developing SMEs is… How do the BDS providers enter the market? In reality, this is a question that is centered on the client, in knowing his needs, his sat isfact ion with the services received and how he relates with the provider. Table 2 shows the answers given to questions about how the providers enter the market and describes the group of providers interviewed (these are detailed for each service in point 5). There were four questions asked: How do the clients f ind out about the services you of fer? How much do you invest in advert ising? What do the clients l ike most in the business relat ionship with you? What is your most important obstacle to market access? What the sample shows (and what could be a general trend) is that providers use a combination of strategies to become known in the market. There are those that allow the clients to spontaneously spread the word about their service, probably through favorable comments about the quality, pr ice and personal treatment received. There are those that use more elaborate methods through specialists that edit magazines, pamphlets or place ads in the newspapers. There are also those that put up posters in their locale, hand out f lyers in the area where they work or give their call ing cards to potential cl ients. Some of them use all of the above methods to reach their cl ients.

Table Nº 2 How do providers access the market?

Services How do clients know about services?

How much do providers invest in promotion?

What do clients like?

What is the main obstacle?

Design Through client’s

recommendation 32.2% Between US$ 20 y $50 61.5%

Service quality and guarantee 53.8%

Lack of capital 36.8%

Decoration Por recomendación de

clientes y personalmente 29.4%

Entre US$ 20 y $50 25.0% Entre US$ 90 y $250 25.0% Entre US$ 251 y más 25.0%

La confianza personal en el proveedor 47.1%

La falta de capital 22.2% Situación del país 22.2% Competencia desleal 22.2%

Training Por revistas, periódicos y

folletos 33.3%

Menos de US$ 20 24.1% US$ 251 y más 27.6%


La falta de capital 17.1% Idiosincrasia de clientes 14.6% Competencia desleal 14.6%

Technical

Assistance

Por recomendación de clientes 31.4%

Entre US$ 20 y 50 43.8% US$ 251 y más 25.8%

La calidad y garantía del servicio 41.0%

La falta de capital 20% Situación del país 15.0% Competencia Desleal 15.0%

Legal

counselling


Menos de US$ 20 25.0% Entre US$ 90 y 250 25.0% US$ 250 y más 25.0%


Competencia desleal 25.0% Idiosincrasia de clientes 20.0%

Information &

publicity

Por revistas, periódicos y folletos 28.6%

Entre US$ 50 y $90 50.0% La calidad y garantía

del servicio 50.0%

Competencia desleal 23.1% La falta de capital 15.4% La falta de equipos 15.4%

Accounting Assessment


Menos de US$ 20 42.9% Entre US$ 90 y 250 42.9%


Idiosincrasia de clientes 29.4% Regulaciones locales 23.5%

However, the study has found that there are two basic measures used by the BDS providers to reach their cl ients: one is through “client

24

recommendation” or word-of-mouth and the other is through ads placed in magazines, pamphlets and newspapers (the yellow pages in the phone book were of ten mentioned). Client recommendation works especially for those that of fer Design, Decorat ion, Technical Assistance, Legal Counseling and Accounting Assessment services. Those that use writ ten means usually of fer Training and Information and Publicity services.

One Technical Assistance provider stated that he didn’t have the resources to spend on publicity in magazines, the radio or pamphlets but that he was satisf ied by the results obtained from client recommendations… “my work speaks for me”… “my clients pass the word whenever someone needs my services…”. One lawyer says that cl ients look for him because he worked for nearly three years in an industr ial development project in the distr ict of Vil la El Salvador. He has installed a Legal Consultancy there to attend the micro-entrepreneurs of the industr ial park, “ the people know me and come to me because they know I fr iends in the government off ices where legal transactions have to be carr ied out”.

Do they invest in promoting their services? In general terms, they use two dif ferent methods for promoting their services: with money, that is paying for ads or print ing pamphlets, or by dedicat ing a few hours weekly to promoting their services. Table 2 shows that the monetary investment is low. Those that invest the least (between US$ 20 and US$ 50) are the designers and those that spend the most are the Legal Counseling and Technical Assistance providers. In reality, the low amounts destined for promoting their services is not only due to the small amount of available funds but also to the fact that there are special rates for this type of cl ients in the specialized magazines. These of fer subsidized rates because they are published by public inst itut ions promoting this sector or with funds f rom international cooperat ion agencies. These magazines are short- l ived and appear and disappear af ter only a few edit ions. Some NGOs, guilds and public inst itut ions are present in this promotion l ine because they assume the task of providing information to make the market more equitable and transparent or simply to contr ibute to the development of the sector.

A T-shirt entrepreneur in the distr ict of La Victoria where there is an agglomeration of small and micro-entrepreneurs dedicated to clothing manufacture says that he placed ads in the “Gamarra” magazine for several reasons: its rates were within his possibil i t ies, i t reached his potential cl ients and it was fun to read… “unfortunately it only lasted two years… because it doesn’t come out anymore”. The Galeria El Rey in Gamarra in the distr ict of La Victoria is an eight-story building full of small shops and stores that not only sell f inished products for the public in general but also accessories for clothing manufactures. In a small off ice on the top f loor, a publicity provider has installed a closed-circuit radio system with speakers on each f loor. Through this he plays music and makes paid announcements for some of the shops. The public entering the building hears background music and information about the current

25

sales offers… “The service is very convenient for the shops because my rates are low and they can check on the publicity themselves if they wish… I earn my l iving with this…”

What do the clients look for when they go to a private provider? The purpose of the question was to learn if the clients look for something more than service when they go to a BDS provider. What was found is a group of answers that fal l into two categories that are not necessari ly exclusive, one in reference to the provider himself and the conf idence he inspires in his cl ients and the other in reference to the client ’s sat isfact ion with the quality of the service. Although both can occur simultaneously, i t is possible that the “personal conf idence factor” is more important when the data or information being handled is reserved as in the case of Legal Counseling, Accounting Assessment, Training and Decorat ion. This last is probably included because the client needs to have faith in the art ist ic cr iter ia of the provider chosen.

Carlos Alcántara is a merchandise accountant who graduated from a technical school and who has a group of steady clients for whom he keeps the accounting books… he says, “I have had my clients for several years. I am well famil iar with the economic and f inancial status of their businesses and I know that they value my advise in several aspects, especially in how to avoid high tax payments to SUNAT… sure, it ’s just between us and nobody else”.

The prior ity given to conf idence in the person can also be determined by the idiosyncrasy of the micro-entrepreneur (migrant, informal, popular), that is to say, to the values of his culture, which anthropological studies show tend to give conf idence in his commercial transactions is based on the province he comes f rom. This would also explain the existence of groups of producers and merchants that come from the same place of origin or have close family or compaternity t ies between them.

In the conglomeration of merchants who sell raw materials for shoes located on Av. Caquetá in the Cercado de Lima (downtown Lima), a training service provider in shoe design, referred to the fact that the majority of his cl ients were from Puno and the dif f iculty he had being accepted as a provider… “Here, if your last name is not Mamani or Condori, i t is unlikely that they wil l buy anything”.

Finally, another important element that the clients look for is the “quality and guarantee” of the service itself . This is demanded f rom the providers of Design, Technical Assistance, Information and Publicity services. Here the clients probably give more importance to ef fect ive results than they do to f r iendship with the provider. This is probably because these clients have developed a more businesslike view of their needs than the others and have more modern att itudes or higher levels of education. What are the principle obstacles to giving good service? It was found that the majority blame external factors for the main obstacles to of fering good service. Among these factors, they identif ied unfair competit ion due to the crit ical economic situat ion in the country, the

26

idiosyncrasy of cl ients who don’t adequately value their work in monetary terms or local regulat ions that hamper business progress. According to the information shown in Table 2, few providers admit that the most important obstacles are found within the business itself , in other words how the business is managed, i.e. lack of technology, inadequate equipment, personnel with low qualif icat ions, etc. Although both can be true, in view of the severe economic recession in the country it was seen that the greater tendency of the providers was to blame others for the obstacles they had to of fering better service.

5.3 Business Administration In an international conference about micro-enterprises, someone made an interest ing dif ferentiat ion between a producer and a small or micro-entrepreneur. His chief premise was that the running of a business implies the following funct ions: purchasing (raw materials), producing, sales and administrat ion. The producer (generally a craf tsman or an art ist) basically l ikes to produce and avoids or has problems with sell ing and even more with administrat ion. This doesn’t happen with the businessman who l ikes all these funct ions except producing. However, the role as a small or micro-enterprise fulf i l led by the BDS providers studied doesn’t leave them much room for choice and the fact is that as owners they carry out all these funct ions. This makes it interest ing to learn how they do it . In the study, some questions were selected to have an idea of how they run their businesses. The questions were: How do you determine your prices? Do you give credit? How many workers do you employ? What is the amount of your business assets? What do you think the competit ion is l ike? Can you identify it? (See Table 3). How do you determine your prices? As always, taking into account the l imitat ions of the sample, the data ref lects a major tendency to calculate f ixed and variable costs when determining the prices for the services. However, this tendency does not include all of the cases: there are those that add a standard prof it percentage to the f inal pr ice, others use the rates established by the guild or simply assign a value depending upon the condit ions demanded by the client ( immediate attent ion). The providers of Design, Decorat ion, Training, and Information and Publicity services are those that most of ten use the procedure of calculat ing f ixed and variable costs; the Legal Counseling and Technical Assistance services use the rates set by the guild or the competit ion which many t imes brings the prices down.

One legal consultant complains about the location of his off ice (on the second f loor of a small building) and the dif f icult ies that this causes his business: “the clients, when you don’t know them, prefer to be attended by the informal counselors who are near the door to the building rather than to take the bother of going up to my off ice and gett ing better service for the same price… I have to make a special offer when the client comes for the f irst t ime in order for him to come back for future service”. Mr. Ramirez is an industr ial machine technician and is well known in Gamarra. When a client has problems with his machines, he

27

calls him and for an agreed upon price he leaves the machines operat ing. Nevertheless, these prices are not the same for everyone, because there are cases that require immediate attent ion because the clients have merchandise that has to be delivered forcing him to work over-t ime and put other cl ients to the side… in these cases the price is higher… up to 100% of the prof it margin and, they pay without complaining”.

28

Table Nº 3. How do BDS providers manage their businesses?

Services How do they set prices?

Give credit? How?

Avge Nº of Workers

Avge. Business Assets (in US$)

How was competition in

1999?

Who were the competitors?

Diseño Consideran

costos fijos y variables 59.3%

Si 58.8%

En varias partes

6

22,407

Fuerte 73.7%

Por sobre oferta 42.1%

Empresas pequeñas 43.8%

Decoraci

ón

Consideran costos fijos y variables 56.3%

Si 40.0%

En 2 partes

4

4,865

Fuerte 76.9%

Por precios 46.2%

Empresas grandes 37.5%

Empresas medianas 37.5%

Capacita

ción


Si 39.5%

en 2 partes

10

14,652

Fuerte 65.9%



Asistenci

a Técnica


Si 45.5%

En varias partes

3

14,523

Fuerte 68.2%


Empresas medianas 40.9%

Asesoría

Legal


Si 38.5%

En 2 partes

4

5,629

Fuerte 84.6%

Por precios y sobre oferta 38.5%

Empresas grandes medianas y pequeñas 33.3%

Informaci

ón y publicida

d


Si 14.3%

En varias partes

2

13,362

Fuerte 71.4%

Por precios 50.0%


Asesoría Contable


Si 50.0%

Contra entrega y varias partes

4

3,252

Fuerte 75.0%



Do the providers give credit? From 1987 to 1992, credit almost disappeared f rom business transactions in Peru. High inf lat ion and the low exchange rate together were responsible for l imit ing it . Likewise, the constant increases in interest rates increased the r isks for giving and accepting credit . But since 1992, things have changed: economic stabil i ty allowed credit to return and many adopted it , including some SME service providers. According to the study data, the Information and Publicity service providers are the least l ikely to of fer credit as opposed to the others which tend to give it . The most common credit mode is payment in installments over short periods of t ime and the most usual form is to receive the f irst payment at the beginning and the f inal payment when the job is done. There are also cases, generally with raw material providers, where up to 100% credit is given based entirely on conf idence and without any type of documentat ion whatsoever. How many workers do providers employ? The number of workers gives an idea of the size of the business as well as the supervision work that must be done by the owner, including his att i tudes towards keeping his workers or periodically dismissing them since, as is well known, it is not

29

dif f icult to replace them due to the large demand for work exist ing because of the economic recession. The average number of permanent and temporary workers employed by the providers interviewed appears in Table 3. I t can be observed that the Training service providers have an average of 10 workers. The least amount of workers are employed by the Information and Publicity service providers who have two employees. The data indicates that the number of temporary workers hired is higher when there is more demand for the services being of fered: there are even spontaneous workers that through their own init iat ive help the provider, who gives them a small amount of money for their work.

“My off ice is on the second f loor of a building in the center of Lima. I offer accounting assessment services (basically f i l ing tax reports with SUNAT) and for the last few months, a young man has installed himself in the entrance to the building and, without having discussed it with me, has started to bring me clients. He accompanies them to my off ice and presents them as clients that are looking for a good advisor. I look over the case, and f ind myself morally obliged to give the young man a t ip for his work. I don’t have any obligat ions to him, he works under these rules and we get along well”.

How much are their business assets? Assets do not only represent the size of the investment but also the stabil i ty of the business. One supposes that when there is more solvency, the owners show more dedicat ion and commitment to the business. When asked about the amounts invested, those interviewed est imated their total assets. In Table 3, one can observe the averages calculated for each one of the services studied. The Design services stand out with US$ 22,407 in assets, Training (US$ 14,652), Technical Assistance (US$ 14,523) and Information and Publicity (US$ 13,362). The Accounting Assessment services have the smallest amount of assets (US$ 3, 252).

“Professor Guzman, a leader in shoe design training, has a small locale equipped with chairs, tables, chalkboards, computers and cutt ing machines for the young students to pract ice”.

The larger amount of assets in the Design, Training, Technical Assistance and Information and Publicity services calls attent ion to itself , although further revision of the questionnaires shows that these assets are comprised of machines for making shoe molds, machine metal and carpentry equipment (which also gives an added value to the furniture) or computers and video equipment. However, there is one case of an information provider whose capital is only US$ 10.

As an “avisador de combis” (bus lookout), the only patr imony that the young worker has is a wristwatch, a pen and a clipboard to hold the paper where he writes down the information about the buses that have passed by.

What was competit ion l ike in 1999? During the last half of 1998 the Peruvian economy went into a recession that became even worse in 1999. As could be expected, demand decreased, supply increased, prices dropped and competit ion increased. In ef fect, Table 3 shows that the majority of those interviewed coincided – with high percentages – in

30

declaring that competit ion was “strong” and that it was due to an excess of providers and very low prices.

“Due to the lack of cl ients, I have been obliged to charge less for my services despite the rates established by the guild. I f I hadn’t done so, I would have lost some clients who in order to get out of a jam would have hired informal counselors who don’t take responsibil i ty for the work they do”, says a legal counselor in Vil la El Salvador. “ I have had to lower the prices of my services by using lower quality material for producing publicity bil lboards and poster”, says one publicity agent.

Who is the competit ion? Identif icat ion of the competit ion is very important in administrat ing a business because this lets you design market intervention strategies. Those interviewed who of fer Design, Training, Information and Publicity and Accounting Assessment services perceive that most of their competit ion comes f rom small enterprises (probably those that work independently). Medium-sized and large enterprises are seen as competit ion by those that provide Technical Assistance and Decorat ion services. I t is important to point out that even when these can be included as part of the medium-sized and large private enterprises, the service providers interviewed do not consider the NGOs, service centers and public inst itut ions as competit ion. This point requires attent ion because regardless of the ef fect iveness of the BDS market support programs, implemented by the public sector and technical cooperat ion agencies, that are numerous in the country, these are not as visible as they should be.

5.4 Results obtained in 1999 Business management is evaluated by the results obtained over a set t ime period. The study plants two questions, one about the number of steady and occasional cl ients and the other about the income obtained in 1999. The data obtained express the est imates made by the providers during the interview and have not been verif ied by checking f i les. Therefore, the opinions should be regarded with due reserve.

Table Nº 4. How was business performance in 1999? (Average)

Número de Cliente Ingresos Anuales

Servicios Fijos Eventuales (US$)

Diseño

116

271

39,713

31

Decoración

95

62

35,126

Capacitación

40

161

69,105

Asistencia Técnica

31

198

22,765

Asesoría Legal

32

129

35,676

Información y Publicidad

8

91

33,882

Asesoría Contable

22

102

27,048

As for income in 1999, the highest average amount pertained to the Training service providers (US$ 69,105), fol lowed by the Design (US$ 39,713), Legal Counseling (US$ 35,676) and Decorat ion (US$ 35,126). The least favored were those of fering Technical Assistance and Accounting Assessment. A complementary analysis to determine the monthly contr ibut ion of each worker to the total income shown permitted us to f ind the dif ferences shown in Table 5. The information shows that the Information and Publicity workers contr ibuted the most with US$ 1,411 each followed by the Legal Counseling and Decorat ion workers with similar amounts (more than US$ 700). This information, however, should be considered as an exploratory exercise.

CUADRO Nº 5 Ingresos anuales del negocio por trabajador

(US$)

Servicios

Nº de trabajadores (promedio)

Ingresos Anuales

Aporte de cada Trabajador

Diseño 6 39,713 551

Decoración 4 35,126 731

Capacitación 10 69,105 576

Asistencia Técnica 3 22,765 632

Asesoría Legal 4 35,676 743

Información y Publicidad 2 33,882 1,411

Asesoría Contable 4 27,048 563

5.5 Needs perceived to improve services To the measure that the providers recognize the need for outside support to improve the services that they of fer, they are conscious of the l imitat ions and def iciencies of their businesses. What init ial ly calls attent ion is the fact that the majority (more than 50% of the 7 services studied) believed that they do not need help to sat isfy these necessit ies. Those that did require it indicated that in the training

32

area, they needed help to better develop “the products” with the exception of Legal Counseling where they demanded help for developing the “management” of the business. This suggests the possibil i ty of reinforcing the quality of the services of fered by these providers through programs oriented towards improving the technical level of the providers. In the information area, the needs pointed fundamentally towards new markets for their services. There were also demands for information about legal, labor and tax laws most especially by those of fering services related to these (Legal Counseling and Accounting Assessment). Those of fering Design services expressed the need for technology. The demand of business relat ionships in general was one of the most f requently expressed needs along with the need for capital.

CUADRO Nº 6 ¿Qué necesitan para mejorar sus servicios?

Servicios Capacitación Información Relaciones Otros

Diseño Para desarrollar productos 42.9%

Para desarrollar el negocio 42.9%

Sobre mercados 60.0%

Sobre tecnología 40.0%

Con colegas 40.0%

Con clientes 40.0%

Capital 90.0%

Decoración Para desarrollar productos 66.7% Sobre mercados 100.0% Con empresas en

general 66.7% Capital 100.0%

Capacitación Para desarrollar productos 53.3% Sobre mercados 100.0% Con empresas en

general 61.1% Capital 77.8%

Asistencia Técnica Para desarrollar productos 50.0% Sobre normatividad laboral y

tributaria 50.0% Con empresas en general 50.0%

Capital 70.0%

Asesoría Legal Para desarrollar productos 66.7% Sobre mercados 40.0%

Sobre normatividad 40.0%

Con empresas en general 77.8%

Capital 100.0%

Información y

Publicidad

Para desarrollar productos 71.4% Sobre mercados 75.0% Con empresas en general 60.0%

Capital 100.0%

Asesoría Contable Para desarrollar el negocio 55.6% Sobre mercados 50.0%

Sobre normatividad 50.0%

Con empresas en general 88.9%

Capital 100.0%

33

VI. SOCIAL AND HUMAN CAPITAL OF THE BUSINESS DEVELOPMENT SERVICES

6.1 Additional formation and experience of the service provider The professional or technical qualif icat ions of the majority of the providers has been previously described. Many of them said that they had studied in universit ies or higher education technical training centers. However, there were few graduates, especially among those that went to university. The study also found out about other types of training by asking if they had attended other informal courses of fered in the market. The data showed that they had attended a variety of courses. The Design service providers had gone to computer courses and marketing and administrat ion courses. Courses on sales, computers, and languages attracted the Decorat ion service providers. Taxation, audit ing and business management courses were in demand by the Accounting Assessment service providers. In the category, others, there are a variety of specif ic courses that helped better qualify the Technicians (drawing, design, refr igerat ion, etc.). (See Tables 34 and 35 in the Appendix 1). The durat ion of the courses was variable but the most f requent length of t ime was f rom 1 to 6 weeks (89.2%). The Technical Assistance providers attended longer courses (7 months or more) as did the Information and Publicity service providers. (See Table 36 in the Appendix 1). On the other hand, the preferred training inst itut ions (now that they are running their businesses) are the higher learning inst itutes (43.3%) and various private centers (35.5%). The universit ies represent 21.2%. (See Table 37 in the Appendix 1). Training has basically been obtained during the 90s (76.6%). I t can also be observed that the Information and Publicity service providers started receiving training in the 80s and increased the f requency of training in the 90s. The Technical Assistance and Training service providers have attended courses more regularly than the others. (See Table 38 in the Appendix 1). Another aspects that describes the human capital of the BDS provider is the experience acquired and its relat ion to the services currently being of fered. This experience was mostly acquired by working as professionals or technicians (70.9%) or as helpers or assistants (25%). The Accounting Assessment service providers got their experience as assistants (55.6%) but the Legal Counseling and Training service providers worked as professionals as did those in Information and Publicity (57.9%). This experience was gotten in large (50.9%), medium-sized (30.4%) and small (18.7%) private enterprises in the following years: 1980-1984 (11.3%), 1985-1989 (18.5%), 1990-1994 (26.2%), 1995-1999 (29.2%). (See Tables 39 to 41 in the Appendix 1).

6.2 The service personnel: previous occupations and specialties Part of the assets of the BDS service providers are in their workers. According to the study, the majority of the workers have a secondary education (31.4%). 38.3% of the workers have gone to non-university

34

higher learning inst itutes and 25.6% have gone to university. In regards to the type of service, the Design and Decorat ion workers usually have a secondary education and no university studies. This is not true for the other services where a signif icant percentage of the workers have university studies: Training (44.8%), Legal Counseling (29.6%), Accounting Assessment (37.5%) and Information and Publicity (28.6%). (See Table 42 in the Appendix 1). To have an idea of the experience acquired by the workers before they started in the companies interviewed, we asked about their previous occupation. I t was found that 6.6% were messengers, chauffeurs, foremen; 15.2% were carpenters, brick-layers, painters and laborers; 18.3% were mid-management technicians, and 30.4% had worked as aides, assistants, auxil iar ies, salesmen or mechanics at the mid-management level. 22.9% of them had administrat ive or professional posit ions. The Design and Decorat ion service employees were previously manual laborers (27,1% and 46.4% respectively). The Technical Assistance employees had worked as assistants or auxil iar ies and the Training and Accounting Assessment employees had worked as professionals. (See Table 43 in the Appendix 1). The expert ise of the workers is similar to that of the owners, that is to say there are administrators, accountants, engineers, teachers, technicians, etc. Those working in Design have sought to specialize themselves in courses related to their f ield (Others with 50%) and in administrat ion (13.3%). The Decorat ion employees have gone to art, publicity and electronics classes. Those working in Training have taken courses in administrat ion, engineering and education. The Technical Assistance workers have studied maintenance. The Legal and Accounting Service workers have attended courses related to these f ields. (See Table 44 in the Appendix 1).

6.3 Employment Benefits: owners and workers A very important factor at work and one that enriches the human capital of the business are the labor condit ions for the business personnel. The medium-sized and large enterprises have a personnel department with specialists who not only take care of simple employment benef its (social security, vacations, contr ibut ions to pension funds) but also develop programs to induce the technical or professional progress (training) of the workers and motivate them to be more competent and obtain higher levels of productivity. In the early 90s, the impact on the productive apparatus of the country produced by opening the borders to foreign markets, by reforms in labor laws that made contractual relat ionships with employees more f lexible and by the economic crisis, made it possible to reduce these programs. This occurred very quickly. The most cr it ical aspect af fected the small and micro-enterprises who had to make more adjustments than they already had. This not only af fected the workers who now had no type of social security but also the owners. The data obtained in the study conf irms this observation.

35

In general, the sample studied shows that the majority of the owners do not have employment benef its such as: medical insurance, pension plans, vacations and bonuses. The most l ikely not to belong to the health care system are the Technical Assistance workers (81.8%) and the Information and Publicity workers (85.7%). As for ret irement pension plans, the percentages are high except for Legal Counseling and Decorat ion employees, the rest (between 70 and 90%) simple don’t contr ibute anything to a ret irement plan. The same thing happens with vacations. Bonuses are not given by a large percentage of those interviewed. (See Table 45 in the Appendix 1). Only 38.5% of the owners have medical insurance in the national health system ESSALUD (recently privat ized social medical inst itut ion), 24.6% contr ibute to private pension plans (Administradora de Fondos Privados – AFP), 20.8% take vacations, generally incomplete, and only 2.3% give themselves a bonus. (See Table 46 in the Appendix 1).

Mr. Quispe is a prosperous producer of plast ic signs for urban transportat ion vehicles who had to consult a doctor about a respiratory i l lness that didn’t al low him to work comfortably. When he wanted to make use of his r ight to attent ion in the national Social Security hospital, the f irst thing he found was a long l ine of people wait ing to make an appointment for medical attent ion… in the “ l ine” he discovered that after obtaining a t icket with the date and t ime of the appointment, he would be attended in the general medicine department, which would then send him to another department to be attended by a specialist i f he needed it . Gett ing to the specialist meant another l ine and an undetermined date… the only other option he had was to go to Emergency where he ran the r isk of not gett ing attended because his case was not serious. By now very upset, Mr. Quispe decided to see a doctor at his own expense and to forget about the social security hospital because it was a waste of t ime. He made the following comment, “… medical insurance is f ine, but the way they attend the insured is only adequate for employees that can dispose of all the t ime they want… but I can’t . I have to work…”.

The situat ion of the workers regarding employment benef its is even more serious as has been previously described for each one of the services: 30.9% have health insurance in ESSALUD, 27.3% have a pension plan thanks to the contr ibut ions made by the owners to the AFP in their benef it , 31.8% have vacations, generally complete, and 7.3% receive bonuses. (See Table 22 in the Appendix 1).

6.4 Human Capital among the BDS providers When analyzing the data, the following question arose, are there dif ferences between the BDS providers in regards to level of education and work experience? To answer this question, some of the answers were selected in order to make an index that in operat ive terms was called the “human capital index”. This index was formed based on the categorizat ion and assignation of values to the following variables: Level of education, graduate or not; t ime passed since the last training course was attended; length in weeks of the training event attended, and f inally,

36

the number of years of work experience. The results show that there are signif icant dif ferences among the BDS providers in regards to the dependent variable “Human Capital Index” (F= 5.58) and the comparative analysis indicates that the Decorat ion and Information and Publicity services providers have signif icantly lower human asset levels in comparison with those that of fer Training services (p< .012 in both cases), Accounting Assessment services (p< .005) and Legal Counseling services (p< .061). These results appear not only because more weight was given to having a university degree, which is required of lawyers and accountants, but also because of more accumulated experience and the average age of the providers. (See Table 51 in the Appendix 1).

6.5 “Social Capital” The concept of social capital refers to the strategic personal or inst itut ional relat ionships the BDS provider establishes and maintains with other providers in his f ield, in a related f ield or with probable clients within a certain economic or geographical sector. Membership and part icipat ion in guilds, associat ions, clubs, chambers of commerce and even brotherhoods or sects constitute opportunit ies for establishing or maintaining benef icial business relat ionships. Using this preliminary def init ion, some questions related to this were asked: Do you work in associat ion with other providers? Do you maintain relat ionships with other inst itut ions? What services do you receive? The answers indicate that more than one-third (36.9%) of those interviewed work in associat ion with other providers. This percentage is lower among the Design (11.8%) and the Decorat ion (20%) service providers and higher among the Legal Counseling (46.2%), Accounting Assessment (43.8%), Information and Publicity (42.9%), Training (42.1%) and Technical Assistance (40.9%) service providers. (See Table 47 in the Appendix 1). The Design and Decorat ion service providers probably work alone due to the creative, art ist ic, exclusive nature of their work. The others share more regulat ions, procedures and rates that expedite working in associat ion. On the other hand, the majority (79.2%) of those interviewed said that they are members of various types of inst itut ions, sometimes more than one. Among these are the professional guilds (25.2%) of which the accounting assessment, legal counseling, training and designing service providers are members. 14.6% of the providers are members of the Chambers of Commerce. Other inst itut ions were also mentioned: the public SME promotion inst itut ions called PROMPEX and PROMPYME, the Ministry of Industry, municipalit ies, the private administrat ive training inst itut ion – IPAE, the SME associat ion guild known as CONAMYPE, the National Industr ial Society, etc. (See Table 48 in the Appendix 1). On the average, these relat ionships were begun during the last f ive years. (See Table 49 in the Appendix 1). More than 75% of the inst itut ions started operat ing between 1990 and 1995. These inst itut ions of fer some services to their members such as supply, technology, human resources, accounting, legal and management advice, technical productive assistance and design services. (See the l ist of inst itut ions with which relat ionships are maintained in the Appendix 1).

37

A technical assistance provider comments, “For simply paying my monthly fees, which aren’t very high, I receive a monthly Chamber of Commerce Newsletter with information about legal regulat ions and business opportunit ies. I see that many countr ies are looking for business contacts. I pass this information on to my clients but I really don’t know whether they use the information or not”.

In regards to part icipat ion in inst itut ional act ivit ies, the data indicates that 50% part icipate regularly, 41.8% part icipate occasionally and 8.2% never part icipate. Those that part icipate the most are the Information and Publicity, Technical Assistance, and Training service providers. The Legal Counseling, Accounting Assessment and Design service providers part icipate occasionally. (See Table 50 in the Appendix 1). Finally, the question also arose about dif ferences between the BDS providers in regards to social capital. Some answers were selected to elaborate an index based on the categorizat ion and assignation of values to the following variables: work in associat ion with other providers, membership in an associat ion or guild, degree of part icipat ion in the associat ion or guild act ivit ies, year in which it was joined. The results show that there are signif icant dif ferences among the BDS providers in regards to the dependent variable “Social Asset Index” (F= 5.58) and the comparative analysis indicates that the Legal Counseling services have a higher social asset index than do the Design (p< .030), Decorat ion (p< .025), Technical Assistance (p< .053) and Information and Publicity (p< .024). The Training service providers also show higher levels of social capital in relat ion to the Design (p< .205), Decorat ion (p< .162) and Information and Publicity (p< .166) service providers. (See Table 52 in the Appendix 1). One last inquiry was made in order to appreciate the degree of contr ibut ion made by the human and social asset variables to determining the providers level of income. A simple human capital model based on Mincer was specif ied. However, a signif icant value of the model could not be established nor did the referred variable coef f icients acquire signif icance. I t is possible, however, that the use of other model specif icat ions for determining income could show more signif icance in the coef f icients and in the global validity of the model.

38

VII. CONCLUSIONS AND RECOMMENDATIONS The study has shown the diversity exist ing amongst the BDS providers in the city of Lima and has tr ied to examine the potential of pr ivate BDS supply in order to extend the market for these services. The results ef fect ively conf irm that the universe of private business service supply enterprises is as vast as that of the small businesses it attends and that this diversity hampers generic conclusions about the same. The methodology chosen, i.e. a poll of a selected sample of providers made it possible to examine in detail the internal organizat ion of the providers as businesses and as individuals. Nevertheless, this methodology does not allow to object ively look at the motives, modalit ies and results of the service. The version given by the providers themselves is the viewpoint f rom the supply angle that needs to be complemented by the clients (demand) viewpoint, not only to conf irm the truthfulness of the f irst but also to f ind out the condit ions that would make it possible to improve the quality and sustainabil i ty of the service of fered. The study makes it clear that the potential exists through the sectors and types of services of fered to sustainably manage enterprises dedicated to of fering BDS services, as well as how to improve their administrat ion. One can see that the marketing of the services is rudimentari ly organized, when it exists; that the determination of prices is not based on the best available information; that the execution of the service also suf fers many problems, etc. The analysis of the business management aspects of the services leaves the f ield clear for many suggestions to improve the quality of the service given. Recommendations for Potential Interventions But the study also shows that BDS providers working privately are also doing good business: the sample gives the impression that the market of BDS for SMEs is a thriving market, where supply is insuf f icient to attend the growing demand. This conf irms the view transmitted by the BDS demand research done in Lima by Swisscontact (DESIDE-Imasen, 1997, 1999, 2000) of an increasing demand for “ innovative” services –or BDSs such as training and technical assistance—as opposed to more tradit ional non-f inancial services l ike legal advise and accounting assessment. Therefore, a f irst point to take into account into the considerat ion of an intervention in promoting this market should be that should a donor decides to do it , some alternatives wil l be open to it : - to improve the business pract ices of exist ing service providers,

allowing them to improve the ef f iciency of their services, the prof itabil i ty of their business, and the quality of their jobs;

- to introduce new services through a either a “reconversion” (recycling?) of exist ing providers or training of new ones.

- As new services wil l have to be obviously more f it to needs expressed by the SME demand, they wil l need to be developed through research and market test ing.

39

Next, the intervention would have to seek agents and distr ibute the roles according to the role they play in the relevant environment. In the case of Lima, it wil l be important to assess the strengths and weaknesses of potential candidates. The two basic roles to identify wil l be those of facil i tators, on the one hand, and the type of private providers that wil l be targeted. Choices for the role of facil i tators are many due to the fact that there is a growing consensus among local SME pract it ioners about the executing role that corresponds to the private sector, as well as the subsidiary role that public agencies should play. In terms of their status, it really does not make much dif ference whether the intervention is led by a public inst itut ion, an NGO or a consultant ’s associat ion: the important point is that it should be aware and in touch with the exist ing BDS market for SMEs and its actors. This k ind of inst itut ions exist in Lima and examples are the Consort ium of Private Inst itut ions for SME Support (COPEME), the NGOs IDESI, CASI or CARE with a local network, or public inst itut ions such as the Ministry of Industr ies. These wil l be required because the most important step of the intervention wil l be to identify its target group of private providers to then start the research for ef f icient and sustainable services, fol lowed by test ing the new services developed and implementing business assistance to the providers. An important point to be taken into account is the recent introduction of voucher programmes into the BDS market. This programme, funded by Government and won in a tender by a consort ium formed by the Ministry of Industr ies and Swisscontact-Peru, is now operat ing in Lima af ter start ing in other cit ies basically in training and technical assistance services. Although is st i l l early to foresee an impact of this demand-side intervention on a programme to support pr ivate provision of BDSs, it fol lows f rom the present f indings that the programme administrat ion should relax the barr iers of formal registrat ion required to BDS if i t wants to reach out to private providers. I t wil l also important to set up special monitoring and evaluation procedures to observe the impact of this programme on the private BDS market.

40

REFERENCES Goldmark, Lara. Business Development Services: A Framework for

Analysis . Microenterprise Unit , IADB. Washington: IADB, Junio 1996

Grupo de Trabajo sobre Servicios de Desarrollo Empresarial: Servicios de Desarrollo

Empresarial para PyMEs: Una guia preliminar para intervenciones con recursos de donantes. Informe a la Comisión de Donantes sobre el Desarrollo de las Pequeñas Empresas. Ginebra: OIT, Octubre de 1997.

Swisscontact/DESIDE, Mercado de Servicios para Pequeña Empresa: Segundo

Registro. Lima: Marzo 1998 Swisscontact/DESIDE, Mercado de Servicios para Pequeña Empresa: Tercer

Registro. Lima, 2000. Távara, José. Servicios No Financieros y Producción a Pequeña Escala: Desafios y

Lecciones de Política. Documento de Trabajo. Pontificia Universidad Católica del Peru: Departamento de Economía. Lima: PUCP, 1996

Tanburn, Jim, y otros, Apertura del Mercado de Servicios de Desarrollo

Empresarial: Experiencias del Programa FIT . Lima, OIT para los Paises Andinos. 1999.

41

Annex 1

Tables

CUADRO Nº 0 LA MUESTRA DEL ESTUDIO SEGÚN SECTORES ECONOMICOS

Y SERVICIOS BRINDADOS

NUMERO DE CASOS SERVICIO QUE OFRECE

SECTORES TOTAL Diseño Decora-

ción Capaci- Tación

Asist. Técn. Mant. y Rep.

Ases.Neg. Legal

Informac. Publicidad

Asesoria Contable

TOTAL 130 17 10 38 22 13 14 16

Carpintería 16 3 1 4 1 4 2 1 Calzado 20 3 6 6 2 1 2 Metal Mecánica 17 3 4 3 3 4 Confecciones 25 5 13 2 2 1 2 Comercio 21 6 5 4 2 2 2 Restaurant/Hoteles

14 2 3 1 3 2 1 2

Transporte 17 1 5 3 1 4 3 ESTRUCTURA PORCENTUAL

SERVICIO QUE OFRECE SECTORES TOTAL Diseño Decora- Capaci- Asist. Técn. Ases.Neg. Informac. Asesoria

ción Tación Mant. y Rep. Legal Publicidad Contable

TOTAL 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0

Carpinteria 12.3 17.6 10.0 10.5 4.5 30.8 14.3 6.3 Calzado 15.4 17.6 0.0 15.8 27.3 15.4 7.1 12.5 Metal Mecanica 13.1 17.6 0.0 10.5 13.6 0.0 21.4 25.0 Confecciones 19.2 29.4 0.0 34.2 9.1 15.4 7.1 12.5 Comercio 16.2 0.0 60.0 13.2 18.2 15.4 14.3 12.5 Restaurant/Ho-teles

10.8 11.8 30.0 2.6 13.6 15.4 7.1 12.5

Transporte 13.1 5.9 0.0 13.2 13.6 7.7 28.6 18.8

CUADRO Nº 1 SEXO DEL ENTREVISTADO

NUMERO DE CASOS

SERVICIO QUE OFRECE SEXO

TOTAL Diseño Decora- ción

Capaci- Tación

Asist. Técn.

Ases.Neg. Legal


Asesoria Contable

TOTAL 130 17 10 38 22 13 14 16 Masculino 97 11 7 23 20 8 13 15 Femenino 33 6 3 15 2 5 1 1

ESTRUCTURA PORCENTUAL SERVICIO QUE OFRECE

SEXO TOTAL Diseño Decora-


Asist. Técn.

Ases.Neg. Legal


Asesoria Contable

TOTAL 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 Masculino 74.6 64.7 70.0 60.5 90.9 61.5 92.9 93.8 Femenino 25.4 35.3 30.0 39.5 9.1 38.5 7.1 6.3

42

CUADRO Nº 2 LUGAR DE NACIMIENTO DEL ENTREVISTADO


LUGAR DE NACIMIENTO (Departamento

del Peru) TOTAL Diseño Decora Capaci-

ción Asist. Técn. Mant. y Rep.

Ases.Neg. Legal


Asesoria Contable

TOTAL 130 17 10 38 22 13 14 16

Ancash 6 1 1 1 1 1 1 Apurimac 1 1 Arequipa 4 1 2 1 Ayacucho 2 1 1 Cajamarca 2 1 1 Callao 8 1 1 3 1 1 1 Cusco 3 1 2 Huancavelica 2 2 Huanuco 2 2 Ica 4 1 1 1 1 Junin 7 1 1 3 1 1 La Libertad 3 1 1 1 Lambayeque 2 1 1 Lima 72 10 5 22 7 8 9 11 Madre de Dios 1 1 Moquegua 1 1 Pasco 2 1 1 Piura 3 1 1 1 Puno 1 1 San Martin 2 2 Extranjero 2 1 1

ESTRUCTURA PORCENTUAL

SERVICIO QUE OFRECE LUGAR DE NACIMIENTO TOTAL Diseño Decora-


Asist. Técn. .

Ases.Neg. Legal


Asesoria Contable

TOTAL 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0

Ancash 4.6 5.9 10.0 2.6 4.5 0.0 7.1 6.3 Apurimac 0.8 5.9 0.0 0.0 0.0 0.0 0.0 0.0 Arequipa 3.1 0.0 10.0 5.3 4.5 0.0 0.0 0.0 Ayacucho 1.5 0.0 0.0 0.0 4.5 7.7 0.0 0.0 Cajamarca 1.5 0.0 0.0 0.0 4.5 0.0 7.1 0.0 Callao 6.2 5.9 10.0 7.9 4.5 0.0 7.1 6.3 Cusco 2.3 5.9 0.0 5.3 0.0 0.0 0.0 0.0 Huancavelica 1.5 0.0 0.0 0.0 9.1 0.0 0.0 0.0 Huanuco 1.5 0.0 0.0 0.0 9.1 0.0 0.0 0.0 Ica 3.1 5.9 0.0 0.0 4.5 7.7 7.1 0.0 Junin 5.4 0.0 10.0 2.6 13.6 7.7 0.0 6.3 La libertad 2.3 5.9 0.0 2.6 4.5 0.0 0.0 0.0 Lambayeque 1.5 0.0 10.0 2.6 0.0 0.0 0.0 0.0 Lima 55.4 58.8 50.0 57.9 31.8 61.5 64.3 68.8 Madre de Dios 0.8 0.0 0.0 2.6 0.0 0.0 0.0 0.0 Moquegua 0.8 0.0 0.0 0.0 0.0 0.0 0.0 6.3 Pasco 1.5 0.0 0.0 2.6 0.0 7.7 0.0 0.0 Piura 2.3 5.9 0.0 2.6 4.5 0.0 0.0 0.0 Puno 0.8 0.0 0.0 0.0 0.0 0.0 0.0 6.3 San Martin 1.5 0.0 0.0 5.3 0.0 0.0 0.0 0.0 Extranjero 1.5 0.0 0.0 0.0 0.0 7.7 7.1 0.0

43

CUADRO Nº 3

EDAD DEL ENTREVISTADO


EDAD TOTAL Diseño Decora- Capaci- Asist. Técn. Ases.Neg. Informac. Asesoria ción tación Mant. y Rep. Legal Publicidad Contable

TOTAL 130 17 10 38 22 13 14 16

Menos de

20 1 1

20 - 24 6 2 3 1 25 - 29 13 3 2 2 2 3 1 30 - 34 16 2 1 4 2 2 3 2 35 - 39 31 4 2 7 6 3 3 6 40 - 44 16 2 1 2 3 4 1 3 45 - 49 20 2 2 8 4 1 1 2

50 a más 27 2 2 12 6 1 2 2 ESTRUCTURA PORCENTUAL

SERVICIO QUE OFRECE EDAD TOTAL Diseño Decora-



Ases.Neg. Legal


Asesoria Contable

TOTAL 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0

Menos de

20 0.8 0.0 0.0 0.0 0.0 0.0 7.1 0.0

20 - 24 4.6 11.8 0.0 7.9 4.5 0.0 0.0 0.0 25 - 29 10.0 17.6 20.0 5.3 0.0 15.4 21.4 6.3 30 - 34 12.3 11.8 10.0 10.5 9.1 15.4 21.4 12.5 35 - 39 23.8 23.5 20.0 18.4 27.3 23.1 21.4 37.5 40 - 44 12.3 11.8 10.0 5.3 13.6 30.8 7.1 18.8 45 - 49 15.4 11.8 20.0 21.1 18.2 7.7 7.1 12.5

50 a más 20.8 11.8 20.0 31.6 27.3 7.7 14.3 12.5

44

CUADRO Nº 4 NIVEL DE INSTRUCCIÓN

NUMERO DE CASOS

SERVICIO QUE OFRECE NIVEL TOTAL Diseño Decora-

Ción Capaci- tación


Ases.Neg. Legal


Asesoria Contable

TOTAL 130 17 10 38 22 13 14 16

Primaria 2 2 Secundaria 19 3 3 3 4 1 5 Superior No Univ. 32 4 2 9 12 4 1 Universitaria 77 10 5 26 6 12 3 15


NIVEL TOTAL

Diseño Decora- ción

Capaci- tación


Ases.Neg. Legal


Asesoria Contable

TOTAL 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0

Primaria 1.5 0.0 0.0 0.0 0.0 0.0 14.3 0.0 Secundaria 14.6 17.6 30.0 7.9 18.2 7.7 35.7 0.0 Superior No Univ. 24.6 23.5 20.0 23.7 54.5 0.0 28.6 6.3 Universitaria 59.2 58.8 50.0 68.4 27.3 92.3 21.4 93.8

45

CUADRO Nº 5 DIPLOMAS Y/O CERTIFICADOS OBTENIDOS

NUMERO DE CASOS

SERVICIO QUE OFRECE

¿OBTUVO DIPLOMA?

Y/O CERTIFICADOS?

TOTAL

Diseño

Decora-

ción

Capaci- Tación

Asist. Técn.

Mant. y Rep.

Ases.Neg.

Legal


Asesoria Contable

TOTAL 130 17 10 38 22 13 14 16 No 32 5 5 5 8 1 7 1 Si 98 12 5 33 14 12 7 15


¿OBTUVO DIPLOMA

Y/O CERTIFICADOS?

TOTAL

Diseño

Decora-

ción

Capaci- tación

Asist. Técn.

Mant. y Rep.

Ases.Neg.

Legal


Asesoria Contable

TOTAL 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0

No 24.6 29.4 50.0 13.2 36.4 7.7 50.0 6.3 Si 75.4 70.6 50.0 86.8 63.6 92.3 50.0 93.8

46

CUADRO Nº 6 DIPLOMAS Y/O CERTIFICADOS OBTENIDOS

NUMERO DE CASOS

SERVICIO QUE OFRECE

DIPLOMA Y/O

CERTIFICADO OBTENIDO

TOTAL

Diseño Decora- Ción

Capaci- Tación

Asist. Técn.

Asistencia Legal


Asesoria Contable

TOTAL 154 17 7 62 16 19 11 22 Ventas 1 1 Marketing 1 1 Computacion 11 5 1 4 1 Idiomas 2 1 1 Otros 37 5 15 11 1 3 2 Secretariado 2 1 1 Relac. Públicas 3 2 1 SENATI 4 2 2 Maquinaria-Mantenimiento 5 1 1 3 Tributación/Auditoría Tributaria 1 1 Fotografía 1 1 Confección Industrial 1 1 Administración/Contabilidad 37 2 2 10 1 3 1 18 Derecho 10 10 CC.SS 5 1 3 1 Ingeniería/Reingeniería 14 1 10 1 1 1 Periodismo 2 1 1 Profesor 8 1 7 Bellas Artes 1 1 Sociología 2 2 Gestión y Direccion/Finanzas 4 2 2 Economista/Estadístico 1 1 Psicología 1 1


SERVICIO QUE OFRECE

DIPLOMA Y/O

CERTIFICADO OBTENIDO

TOTAL

Diseño

Decora-

ción

Capaci- tación

Asist. Técn.

Mant. y

Ases.Neg.

Legal


Asesoria Contable

TOTAL 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 Ventas 0.6 0.0 0.0 1.6 0.0 0.0 0.0 0.0 Marketing 0.6 0.0 14.3 0.0 0.0 0.0 0.0 0.0 Computacion 7.1 29.4 14.3 6.5 0.0 0.0 9.1 0.0 Idiomas 1.3 0.0 0.0 1.6 0.0 0.0 9.1 0.0 Otros 24.0 29.4 0.0 24.2 68.8 5.3 27.3 9.1 Secretariado 1.3 0.0 14.3 1.6 0.0 0.0 0.0 0.0 Relac. Públicas 1.9 0.0 0.0 3.2 0.0 5.3 0.0 0.0 SENATI 2.6 11.8 0.0 3.2 0.0 0.0 0.0 0.0 Maquinaria-Mantenimiento 3.2 5.9 0.0 1.6 18.8 0.0 0.0 0.0 Tributación/Auditoría Tributaria 0.6 0.0 0.0 0.0 0.0 5.3 0.0 0.0 Fotografía 0.6 0.0 0.0 0.0 0.0 0.0 9.1 0.0 Confección Industrial 0.6 0.0 0.0 1.6 0.0 0.0 0.0 0.0 Administración/Contabilidad 24.0 11.8 28.6 16.1 6.3 15.8 9.1 81.8 Derecho 6.5 0.0 0.0 0.0 0.0 52.6 0.0 0.0 CC.SS 3.2 5.9 0.0 4.8 0.0 5.3 0.0 0.0 Ingeniería/Reingeniería 9.1 0.0 14.3 16.1 6.3 5.3 9.1 0.0 Periodismo 1.3 0.0 0.0 1.6 0.0 0.0 9.1 0.0 Profesor 5.2 0.0 14.3 11.3 0.0 0.0 0.0 0.0 Bellas Artes 0.6 0.0 0.0 1.6 0.0 0.0 0.0 0.0 Sociología 1.3 0.0 0.0 0.0 0.0 0.0 18.2 0.0 Gestión /Finanzas 2.6 0.0 0.0 3.2 0.0 0.0 0.0 9.1 Economista/Estadístico 0.6 5.9 0.0 0.0 0.0 0.0 0.0 0.0 Psicología 0.6 0.0 0.0 0.0 0.0 5.3 0.0 0.0

CUADRO Nº 7

47

AÑO DE INICIO DE LAS ACTIVIDADES DE LA EMPRESA


AÑO DE

INICIO DE LAS ACTIVIDADES


Capaci- tación


Ases.Neg. Legal


Asesoria Contable

TOTAL 130 17 10 38 22 13 14 16

Hasta 1979 10 1 1 3 4 1 1980 – 84 11 1 3 2 1 2 2 1985 – 89 11 1 1 1 4 2 1 1 1990 – 94 40 7 4 13 8 2 6 1995 – 99 58 7 4 18 4 9 9 7


AÑO DE

INICIO DE LAS ACTIVIDADES

TOTAL

Diseño

Decora ción

Capaci tación


Ases.Neg. Legal


Asesoria Contable

TOTAL 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0

Hasta 1979 7.7 5.9 10.0 7.9 18.2 7.7 0.0 0.0 1980 – 84 8.5 5.9 0.0 7.9 9.1 7.7 14.3 12.5 1985 – 89 8.5 5.9 10.0 2.6 18.2 15.4 7.1 6.3 1990 – 94 30.8 41.2 40.0 34.2 36.4 0.0 14.3 37.5 1995 – 99 44.6 41.2 40.0 47.4 18.2 69.2 64.3 43.8

48

CUADRO Nº 8

A QUE SE DEDICABA ANTES DE INICIAR ESTE NEGOCIO


SE DEDICABA A:

TOTAL

Diseño

Decora- ción

Capaci- tación

Asist. Técn.

Ases. Legal

Informac Publicid

Asesoria Contable

TOTAL 153 18 9 46 24 15 19 22 Fuerza Armada (Marina, Ejercito, Aviacion)

1 1

Policia 1 1 Gerente, Director, Propietario, Empresario,

4 1 2 1

Ingeniero Civil (Construccion) 2 1 1 Asesor Capacitacion, Capacitador, Profesores

17 2 1 12 1 1

Abogado, Administrador, Asesor Contable Y Financiero

14 1 4 4 1 4

Periodista, Psicologo 3 1 1 1 Publicidad 6 2 1 3 Productor Tv, Camarografo, Fotografo 1 1 Jefe Ventas 1 1 Auxiliar Contabilidad 6 1 5 Decorador, Diseño (Grafico, Artesania) 5 1 3 1 Administrador Oficina, Jefes, Secretaria 1 1 Coordinador Responsable, Empleado, Personal Administrativo

17 1 8 1 2 2 3

Comerciantes, Vendedores 18 2 2 6 3 1 4 Textil 1 1 Confecciones, Aparador, Obrero Calzado

8 3 1 4

Cerrajero,Electricista, Estruc.Metalicas, Calderos, Llantero

13 1 3 9

Obrero Del Vidrio, Fibra De Vidrio 1 1 Pintor 3 1 2 Construccion, Carpinteros, Ebanistas, Tallador

4 1 1 1 1

Chofer 1 1 Ambulante 2 1 1 Cobrador Micro 3 3 Estudiante 18 3 1 6 1 1 3 3 Otros , Tecnico En Maq. Industriales 2 1 1

49


SE DEDICABA A:

TOTAL

Diseño

Decora ción

Capaci- tación

Asist. Técn.

Mant. y Rep.

Ases.Neg. Legal


Asesoria Contable

TOTAL 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0

FUERZA ARMADA (MARINA, EJERCITO, AVIACION)

0.7 0.0 0.0 0.0 4.2 0.0 0.0 0.0

POLICIA 0.7 0.0 0.0 0.0 0.0 6.7 0.0 0.0 GERENTE, DIRECTOR, PROPIETARIO, EMPRESARIO, SUB GERENTE

2.6 0.0 11.1 0.0 0.0 13.3 0.0 4.5

INGENIERO CIVIL (CONSTRUCCION)

1.3 0.0 0.0 0.0 4.2 6.7 0.0 0.0

ASESOR CAPACITACION, CAPACITADOR, PROFESORES, MAESTROS

11.1 11.1 11.1 26.1 0.0 6.7 5.3 0.0

ABOGADO, ADMINISTRADOR, ASESOR CONTABLE Y FINANCIERO

9.2 5.6 0.0 8.7 0.0 26.7 5.3 18.2

PERIODISTA, PSICOLOGO 2.0 5.6 0.0 0.0 0.0 6.7 5.3 0.0 PUBLICIDAD 3.9 11.1 11.1 0.0 0.0 0.0 15.8 0.0 PRODUCTOR TV, CAMAROGRAFO, FOTOGRAFO

0.7 0.0 0.0 0.0 0.0 0.0 5.3 0.0

JEFE VENTAS 0.7 0.0 0.0 2.2 0.0 0.0 0.0 0.0 AUXILIAR CONTABILIDAD 3.9 0.0 0.0 0.0 4.2 0.0 0.0 22.7 DECORADOR Y DISEÑO (GRAFICO, ARTESANIA, Y OTROS)

3.3 0.0 11.1 6.5 0.0 0.0 5.3 0.0

ADMINISTRADOR DE OFICINA, JEFES, SECRETARIA

0.7 0.0 0.0 0.0 0.0 6.7 0.0 0.0

COORDINADOR RESPONSABLE, EMPLEADO, PERSONAL ADMINISTRATIVO

11.1 5.6 0.0 17.4 4.2 13.3 10.5 13.6

COMERCIANTES, VENDEDORES 11.8 11.1 22.2 13.0 12.5 6.7 0.0 18.2 TEXTIL 0.7 0.0 0.0 0.0 0.0 0.0 5.3 0.0 CONFECCIONES, APARADOR, OBRERO CALZADO

5.2 16.7 0.0 2.2 16.7 0.0 0.0 0.0

CERRAJERO,ELECTRICISTA, ESTRUC.METALICAS, CALDEROS, LLANTERO

8.5 5.6 0.0 6.5 37.5 0.0 0.0 0.0

OBRERO DEL VIDRIO, FIBRA DE VIDRIO

0.7 0.0 0.0 2.2 0.0 0.0 0.0 0.0

PINTOR 2.0 5.6 0.0 0.0 0.0 0.0 10.5 0.0 CONSTRUCCION, CARPINTEROS, EBANISTAS, TALLADOR

2.6 5.6 11.1 2.2 4.2 0.0 0.0 0.0

CHOFER 0.7 0.0 11.1 0.0 0.0 0.0 0.0 0.0 AMBULANTE 1.3 0.0 0.0 0.0 4.2 0.0 0.0 4.5 COBRADOR MICRO 2.0 0.0 0.0 0.0 0.0 0.0 15.8 0.0 ESTUDIANTE 11.8 16.7 11.1 13.0 4.2 6.7 15.8 13.6 OTROS , TECNICO EN MAQ. INDUSTRIALES

1.3 0.0 0.0 0.0 4.2 0.0 0.0 4.5

50

CUADRO Nº 9 ¿CÓMO EMPEZO EN ESTE NEGOCIO?

NUMERO DE CASOS

SERVICIO QUE OFRECE

EMPEZO COMO:

TOTAL

Diseño

Decora- ción

Capaci tación

Asist. Técn.

Mant. y Rep.

Ases.Neg

Legal


Asesoria Contable

TOTAL 130 17 10 38 22 13 14 16

Deseo de independizarse 52 8 1 17 9 6 4 7 Capitalizando 18 5 2 4 1 6 Continuo con el negocio familiar 5 1 3 1 Asociandose con amigos/Por amigos y Hno.

22 4 7 2 2 3 4

Oportunidades de ofrecer nuevos servicios

9 1 1 3 1 2 1

Oportunidad de ampliar el negocio 9 1 4 3 1 Liquidado de la Empresa 10 3 1 1 2 3 Se le presento la Oportunidad 5 1 4


EMPEZO COMO:

TOTAL

Diseño

Decora-

ción

Capaci tación

Asist. Técn.

Mant. y Rep.

Ases.Neg

Legal


Asesoria Contable

TOTAL 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0

Deseo de independizarse 40.0 47.1 10.0 44.7 40.9 46.2 28.6 43.8 Capitalizando 13.8 0.0 50.0 5.3 18.2 7.7 42.9 0.0 Continuo con el negocio familiar 3.8 0.0 10.0 0.0 13.6 0.0 0.0 6.3 Asociandose con amigos/Por amigos y Hno.

16.9 23.5 0.0 18.4 9.1 15.4 21.4 25.0

Oportunidades de ofrecer nuevos servicios

6.9 5.9 10.0 7.9 4.5 15.4 7.1 0.0

Oportunidad de ampliar el negocio 6.9 5.9 0.0 10.5 13.6 0.0 0.0 6.3 Liquidado de la Empresa 7.7 17.6 10.0 2.6 0.0 15.4 0.0 18.8 Se le presento la Oportunidad 3.8 0.0 10.0 10.5 0.0 0.0 0.0 0.0

51

CUADRO Nº 10

¿COMO ES QUE SUS CLIENTES SE ENTERAN DE SUS SERVICIOS?




Capaci- tación

Asist. Técn.

Mant. y Rep.

Ases. Neg. Legal

Informac.

Publicidad

Asesoria Contable

TOTAL 220 31 17 72 35 21 21 23

Recomendaciones de clientes 73 10 5 21 11 9 4 13 Directo (Personalmente/amigos/avisos en oficina)

50 9 5 14 6 6 3 7

Carteles y paneles 20 3 2 4 5 2 3 1 Revistas/Periódico/Folletos 59 9 4 24 10 4 6 2 Radio y TV 9 8 1 Internet 2 1 1 Ubicación del local 7 1 2 4



TOTAL

Diseño

Decora-

ción

Capaci- tación

Asist. Técn.

Mant. y Rep.

Ases. Neg. Legal

Informac

. Publicid

ad

Asesoria Contable

TOTAL 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0

Recomendaciones de clientes 33.2 32.3 29.4 29.2 31.4 42.9 19.0 56.5 Directo (Personalmente/amigos/avisos en oficina)

22.7 29.0 29.4 19.4 17.1 28.6 14.3 30.4

Carteles y paneles 9.1 9.7 11.8 5.6 14.3 9.5 14.3 4.3 Revistas/Periódico/Folletos 26.8 29.0 23.5 33.3 28.6 19.0 28.6 8.7 Radio y TV 4.1 0.0 0.0 11.1 2.9 0.0 0.0 0.0 Internet 0.9 0.0 0.0 1.4 0.0 0.0 4.8 0.0 Ubicación del local 3.2 0.0 5.9 0.0 5.7 0.0 19.0 0.0

52

CUADRO Nº 11 ¿CUANTO INVIERTE UD. EN LA PROMOCION

DE SUS SERVICIOS (US$)?

NUMERO DE CASOS MONTO SERVICIO QUE OFRECE

US$ TOTAL Diseño Decora- Capaci Asist. Técn. Ases.Neg. Informac. Asesoria ción tación Mant. y Rep. Legal Publicidad Contable

TOTAL 87 13 8 29 16 8 6 7

1 - 19 17 1 1 7 3 2 3

20 - 50 23 8 2 3 7 1 1 1 51 - 90 15 2 1 6 2 1 3

91 - 250 15 2 2 5 2 1 3 251 a más 17 2 8 4 2 1

NOTA: Excluye a los que no invierten / no responden.


MONTO US$

TOTAL Diseño Decora-



Ases.Neg. Legal


Asesoria Contable

TOTAL 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0

1 - 19 19.5 7.7 12.5 24.1 18.8 25.0 0.0 42.9

20 - 50 26.4 61.5 25.0 10.3 43.8 12.5 16.7 14.3 51 - 90 17.2 15.4 12.5 20.7 12.5 12.5 50.0 0.0

91 - 250 17.2 15.4 25.0 17.2 0.0 25.0 16.7 42.9 251 a más 19.5 0.0 25.0 27.6 25.0 25.0 16.7 0.0

53

CUADRO Nº 12 ¿QUÉ ES LO QUE MAS LE GUSTA A SUS CLIENTES

RESPECTO A LOS SERVICIOS QUE OFRECE?


¿QUE ES LO QUE MAS LE GUSTA A SUS CLIENTES

RESPECTO A LOS SERVICIOS QUE

OFRECE?


Capaci- tación

Asist. Técn.

Mant. y Rep.

Ases. Legal


Asesoria Contable

TOTAL 202 26 17 60 39 16 20 24

Atención personalizada

34 3 2 13 4 4 2 6

Confianza, responsabilidad, honestidad, cumplimiento, puntua

65 7 8 18 12 7 3 10

Calidad y Garantía del servicio (Valores del servicio mismo)

69 14 6 15 16 1 10 7

Eficiencia, eficacia y precios (transacción)

27 2 1 10 6 3 4 1

Facilidades 3 2 1 Ambiente cómodo / otros

4 2 1 1

ESTRUCTURA PORCENTUAL ¿QUE ES LO QUE MAS LE GUSTA A SUS CLIENTES

SERVICIO QUE OFRECE

RESPECTO A LOS SERVICIOS QUE

OFRECE?


Capaci- tación

Asist. Técn.

Mant. y Rep.

Ases. Legal


.

Asesoria Contable

TOTAL 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0

Atención personalizada

16.8 11.5 11.8 21.7 10.3 25.0 10.0 25.0

Confianza, responsabilidad, honestidad, cumplimiento, puntua

32.2 26.9 47.1 30.0 30.8 43.8 15.0 41.7

Calidad y Garantía del servicio (Valores del servicio mismo)

34.2 53.8 35.3 25.0 41.0 6.3 50.0 29.2

Eficiencia, eficacia y precios (transacción)

13.4 7.7 5.9 16.7 15.4 18.8 20.0 4.2

Facilidades 1.5 0.0 0.0 3.3 0.0 0.0 5.0 0.0 Ambiente cómodo / otros

2.0 0.0 0.0 3.3 2.6 6.3 0.0 0.0

54

CUADRO Nº 13 ¿CUÁLES SON LOS OBSTACULOS QUE UD. ENCUENTRA

CUANDO QUIERE BRINDAR SUS SERVICIOS?


¿CUALES SON LOS OBSTACULOS QUE

UD. ENCUENTRA CUANDO QUIERE BRINDAR SUS

SERVICIOS?

TOTAL

Diseño

Decora-

ción

Capaci- tación

Asist. Técn.

Mant. y Rep.

Ases. Neg. Legal

Informac.

Publicidad

Asesoria Contable

TOTAL 139 19 9 41 20 20 13 17

Falta de equipos/herramientas/ infraestructura (oficina)

12 1 1 4 2 1 2 1

Falta de capital 26 7 2 7 4 2 2 2 Falta de RR.HH. Calificados 2 1 1 Idiosincracia de clientes (desconfianza, poco valor al traba

20 3 1 6 4 1 5

Costos de los servicios 11 1 1 4 2 1 1 1 Situación económica del País 10 1 2 3 3 1 Regulaciones locales (impuestos, licencias, certificados)

5 1 4

Competencia desleal por precios 20 1 2 6 3 5 3 Competencia por importaciones. Y otros/Por oferta(exceso-can

11 2 2 3 2 1 1

Falta de Apoyo en Gral. (Autoridades-Instituciones)

1 1

Otros 21 3 8 3 2 2 3


¿CUALES SON LOS OBSTACULOS QUE

UD.ENCUENTRA CUANDO QUIERE

BRINDAR SUS SERVICIOS?

TOTAL

Diseño

Decora- ción

Capaci Tación

Asist. Técn.

Mant. y Rep.

Ases.Neg.

Legal

Informac

. Publicid

ad

Asesoria Contable

TOTAL 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 Falta de equipos/herramientas /infraestructura (oficina)

8.6 5.3 11.1 9.8 10.0 5.0 15.4 5.9

Falta de capital 18.7 36.8 22.2 17.1 20.0 10.0 15.4 11.8 Falta de RR.HH. Calificados 1.4 0.0 0.0 2.4 0.0 5.0 0.0 0.0 Idiosincracia de clientes (desconfianza, poco valor al traba

14.4 15.8 11.1 14.6 0.0 20.0 7.7 29.4

Costos de los servicios 7.9 5.3 11.1 9.8 10.0 5.0 7.7 5.9 Situación económica del País 7.2 5.3 22.2 7.3 15.0 5.0 0.0 0.0 Regulaciones locales (impuestos, licencias, certificados)

3.6 0.0 0.0 0.0 0.0 0.0 7.7 23.5

Competencia desleal por precios 14.4 5.3 22.2 14.6 15.0 25.0 23.1 0.0 Competencia por importaciones. Y otros/Por oferta(exceso-can

7.9 10.5 0.0 4.9 15.0 10.0 7.7 5.9

Falta de Apoyo en Gral. (Autoridades-Instituciones)

0.7 0.0 0.0 0.0 0.0 5.0 0.0 0.0

Otros 15.1 15.8 0.0 19.5 15.0 10.0 15.4 17.6

55

CUADRO Nº 14

¿CÓMO FIJA EL PRECIO DE SUS SERVICIOS?


¿CÓMO FIJA EL PRECIO?

TOTAL

Diseño

Decora- ción

Capaci tación

Asist. Técn.

Mant. y Rep.

Ases. Neg. Legal

Informac

. Publicid

ad

Asesoria Contable

TOTAL 199 27 16 56 31 21 20 28

Estructura de costos (fijos + variables) 91 16 9 27 12 6 10 11 Precios del mercado 42 3 2 18 4 5 3 7 Agrega un % determinado (30/50%) 26 3 3 4 7 4 3 2 Costo del capital 1 1 Condición del Cliente (exigencia en tiempo) 35 5 1 7 6 5 3 8 Por tarifas establecidas 4 2 1 1


¿CÓMO FIJA EL PRECIO?

TOTAL

Diseño

Decora- Ción

Capaci- tación

Asist. Técn.

Ases. Legal

Informac Publicid

Asesoria Contable

TOTAL 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0

Estructura de costos (fijos + variables) 45.7 59.3 56.3 48.2 38.7 28.6 50.0 39.3 Precios del mercado 21.1 11.1 12.5 32.1 12.9 23.8 15.0 25.0 Agrega un % determinado (30/50%) 13.1 11.1 18.8 7.1 22.6 19.0 15.0 7.1 Costo del capital 0.5 0.0 6.3 0.0 0.0 0.0 0.0 0.0 Condición del Cliente (exigencia en tiempo) 17.6 18.5 6.3 12.5 19.4 23.8 15.0 28.6 Por tarifas establecidas 2.0 0.0 0.0 0.0 6.5 4.8 5.0 0.0

56

CUADRO Nº 15

¿DA UD. SERVICIOS AL CREDITO?


¿DA CREDITO?

TOTAL

Diseño

Decora Ción

Capaci tación


Ases.Neg.

Legal


Asesoria Contable

TOTAL 130 17 10 38 22 13 14 16

Si 54 10 4 15 10 5 2 8 No 76 7 6 23 12 8 12 8


¿DA CREDITO?

TOTAL

Diseño

Decora Ción

Capaci tación


Ases.Neg.

Legal


Asesoria Contable

TOTAL 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0

Si 41.5 58.8 40.0 39.5 45.5 38.5 14.3 50.0 No 58.5 41.2 60.0 60.5 54.5 61.5 85.7 50.0

CUADRO Nº 16 ¿EN QUE CONDICIONES DA CREDITO?

NUMERO DE CASOS

SERVICIO QUE OFRECE

CONDICIONES DE CREDITO

TOTAL

Diseño

Decora-ción

Capaci- tación

Asist. Técn.

Ases. Legal


Asesoria Contable

TOTAL 65 12 5 18 10 8 4 8 Contra entrega o fin del servicio 10 1 3 1 1 1 3 50% al inicio y 50% al final 19 3 3 7 1 3 1 1 En varias partes 24 6 1 6 5 2 1 3 Otros (según la confianza) 12 2 1 2 3 2 1 1


SERVICIO QUE OFRECE

CONDICIONES DE CREDITO

TOTAL

Diseño

Decora Ción

Capaci- Tación

Asist. Técn.

Ases.Neg.

Legal


Asesoria Contable

TOTAL 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 Contraentrega o fin del servicio 15.4 8.3 0.0 16.7 10.0 12.5 25.0 37.5 50% al inicio y 50% al final 29.2 25.0 60.0 38.9 10.0 37.5 25.0 12.5 En varias partes 36.9 50.0 20.0 33.3 50.0 25.0 25.0 37.5 Otros (según la confianza) 18.5 16.7 20.0 11.1 30.0 25.0 25.0 12.5

57

CUADRO Nº 17 NUMERO DE TRABAJADORES PERMANENTES

A TIEMPO COMPLETO


NUMERO TRABAJADORES PERMANENTES T. COMPLETO

TOTAL Diseño Decora

Ción Capaci tación


Ases.Neg. Legal


Asesoria Contable

TOTAL 130 17 10 38 22 13 14 16

No tiene/N.R. 64 7 4 18 10 7 10 8

1 13 2 4 2 1 2 2 2 19 3 3 4 4 2 3 3 11 3 2 3 2 1 4 8 1 1 2 1 2 1 5 3 1 1 1 6 3 2 1 7 1 1 8 2 2

10 1 1 17 1 1 18 1 1 30 2 2 90 1 1


NUMERO TRABAJADORES PERMANENTES T. COMPLETO

TOTAL Diseño Decora-

ción Capaci tación


Ases.Neg. Legal


Asesoria Contable

TOTAL 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0

No tiene/N.R. 49.2 41.2 40.0 47.4 45.5 53.8 71.4 50.0

1 10.0 0.0 20.0 10.5 9.1 7.7 14.3 12.5 2 14.6 17.6 30.0 10.5 18.2 0.0 14.3 18.8 3 8.5 17.6 0.0 5.3 13.6 15.4 0.0 6.3 4 6.2 5.9 10.0 5.3 4.5 15.4 0.0 6.3 5 2.3 5.9 0.0 2.6 4.5 0.0 0.0 0.0 6 2.3 11.8 0.0 0.0 4.5 0.0 0.0 0.0 7 0.8 0.0 0.0 2.6 0.0 0.0 0.0 0.0 8 1.5 0.0 0.0 5.3 0.0 0.0 0.0 0.0

10 0.8 0.0 0.0 0.0 0.0 7.7 0.0 0.0 17 0.8 0.0 0.0 2.6 0.0 0.0 0.0 0.0 18 0.8 0.0 0.0 0.0 0.0 0.0 0.0 6.3 30 1.5 0.0 0.0 5.3 0.0 0.0 0.0 0.0 90 0.8 0.0 0.0 2.6 0.0 0.0 0.0 0.0

58

CUADRO Nº 18

NUMERO DE TRABAJADORES PERMANENTES A TIEMPO PARCIAL

NUMERO DE CASOS

SERVICIO QUE OFRECE NUMERO

TRABAJADORES PERMANENTES

T. PARCIAL




Ases.Neg. Legal


Asesoria Contable

TOTAL 130 17 10 38 22 13 14 16 No tiene/N.R. 106 16 9 27 20 10 13 11

1 6 1 1 2 2 2 6 1 1 2 1 1 3 2 1 1 4 3 1 1 1 5 1 1 6 1 1 7 1 1 8 2 1 1

12 1 1 20 1 1


SERVICIO QUE OFRECE

NUMERO TRABAJADORES PERMANENTES

T. PARCIAL

TOTAL

Diseño

Decora ción

Capaci tación


Ases.Neg. Legal


Asesoria Contable

TOTAL 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 No tiene/N.R. 81.5 94.1 90.0 71.1 90.9 76.9 92.9 68.8

1 4.6 0.0 0.0 2.6 4.5 15.4 0.0 12.5 2 4.6 5.9 10.0 5.3 4.5 0.0 0.0 6.3 3 1.5 0.0 0.0 2.6 0.0 0.0 0.0 6.3 4 2.3 0.0 0.0 2.6 0.0 0.0 7.1 6.3 5 0.8 0.0 0.0 2.6 0.0 0.0 0.0 0.0 6 0.8 0.0 0.0 2.6 0.0 0.0 0.0 0.0 7 0.8 0.0 0.0 2.6 0.0 0.0 0.0 0.0 8 1.5 0.0 0.0 2.6 0.0 7.7 0.0 0.0

12 0.8 0.0 0.0 2.6 0.0 0.0 0.0 0.0 20 0.8 0.0 0.0 2.6 0.0 0.0 0.0 0.0

ESTRUCTURA PORCENTUAL ACUMULADA

SERVICIO QUE OFRECE

NUMERO TRABAJADORES PERMANENTES

T. PARCIAL

TOTAL

Diseño Decora



Ases.Neg. Legal


Asesoria Contable

No tiene/N.R. 81.5 94.1 90.0 71.1 90.9 76.9 92.9 68.8

1 86.2 94.1 90.0 73.7 95.5 92.3 92.9 81.3 2 90.8 100.0 100.0 78.9 100.0 92.3 92.9 87.5 3 92.3 100.0 100.0 81.6 100.0 92.3 92.9 93.8 4 94.6 100.0 100.0 84.2 100.0 92.3 100.0 100.0 5 95.4 100.0 100.0 86.8 100.0 92.3 100.0 100.0 6 96.2 100.0 100.0 89.5 100.0 92.3 100.0 100.0 7 96.9 100.0 100.0 92.1 100.0 92.3 100.0 100.0 8 98.5 100.0 100.0 94.7 100.0 100.0 100.0 100.0

12 99.2 100.0 100.0 97.4 100.0 100.0 100.0 100.0 20 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0

59

CUADRO Nº 19 NUMERO DE TRABAJADORES EVENTUALES

A TIEMPO COMPLETO


NUMERO

TRABAJADORES EVENTUALES T. COMPLETO


Ción Capaci- tación


Ases.Neg. Legal


Asesoria Contable

TOTAL 130 17 10 38 22 13 14 16

No tiene/N.R. 91 6 6 32 12 13 9 13 1 11 4 2 1 2 2 2 11 3 1 4 1 2 3 3 2 1 4 2 1 1 5 2 2 6 1 1 7 1 1 8 1 1

10 6 3 2 1 14 1 1


NUMERO

TRABAJADORES EVENTUALES T. COMPLETO

TOTAL

Diseño

Decora- ción

Capaci tación


Ases.Neg.

Legal


Asesoria Contable

TOTAL 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0

No tiene/N.R. 70.0 35.3 60.0 84.2 54.5 100.0 64.3 81.3

1 8.5 23.5 20.0 2.6 9.1 0.0 14.3 0.0 2 8.5 17.6 0.0 2.6 18.2 0.0 7.1 12.5 3 2.3 0.0 0.0 0.0 9.1 0.0 7.1 0.0 4 1.5 0.0 0.0 0.0 4.5 0.0 7.1 0.0 5 1.5 0.0 0.0 5.3 0.0 0.0 0.0 0.0 6 0.8 0.0 10.0 0.0 0.0 0.0 0.0 0.0 7 0.8 0.0 0.0 0.0 4.5 0.0 0.0 0.0 8 0.8 0.0 10.0 0.0 0.0 0.0 0.0 0.0

10 4.6 17.6 0.0 5.3 0.0 0.0 0.0 6.3 14 0.8 5.9 0.0 0.0 0.0 0.0 0.0 0.0

60

CUADRO Nº 20 NUMERO DE TRABAJADORES EVENTUALES

A TIEMPO PARCIAL


NUMERO

TRABAJADORES EVENTUALES

T. PARCIAL

TOTAL

Diseño Decora



Ases.Neg. Legal


Asesoria Contable

TOTAL 130 17 10 38 22 13 14 16

No tiene/N.R. 95 14 6 28 19 8 9 11

1 13 2 2 3 1 3 2 2 7 1 1 2 1 2 3 7 1 1 2 2 1 4 2 1 1 5 2 1 1 6 2 2 7 1 1

14 1 1


SERVICIO QUE OFRECE

NUMERO TRABAJADORES

EVENTUALES T. PARCIAL

TOTAL

Diseño Decora-

ción Capaci- tación


Ases.Neg. Legal


Asesoria Contable

TOTAL 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0

No tiene/N.R. 73.1 82.4 60.0 73.7 86.4 61.5 64.3 68.8

1 10.0 11.8 20.0 7.9 0.0 7.7 21.4 12.5 2 5.4 0.0 10.0 0.0 4.5 15.4 7.1 12.5 3 5.4 5.9 10.0 5.3 9.1 7.7 0.0 0.0 4 1.5 0.0 0.0 0.0 0.0 7.7 7.1 0.0 5 1.5 0.0 0.0 2.6 0.0 0.0 0.0 6.3 6 1.5 0.0 0.0 5.3 0.0 0.0 0.0 0.0 7 0.8 0.0 0.0 2.6 0.0 0.0 0.0 0.0

14 0.8 0.0 0.0 2.6 0.0 0.0 0.0 0.0

61

CUADRO Nº 21 NUMERO DE TOTAL DE TRABAJADORES

NUMERO DE CASOS

SERVICIO QUE OFRECE

NUMERO TOTAL DE

TRABAJADORES

TOTAL

Diseño

Decora-

ción

Capaci- tación

Asist. Técn.

Mant. y Rep.

Ases.Neg.

Legal


Asesoria Contable

TOTAL 130 17 10 38 22 13 14 16 No tiene/N.R. 20 1 8 2 4 3 2

1 14 1 1 4 3 1 3 1 2 23 2 3 3 5 2 3 5 3 14 2 2 3 5 1 1 4 11 2 1 1 1 3 3 5 9 1 3 2 2 1 6 10 3 2 3 1 1 7 5 1 1 2 1 8 4 1 2 1 9 4 3 1

10 4 2 1 1 11 2 1 1 12 1 1 13 2 1 1 15 2 1 1 18 1 1 37 1 1 40 2 2

104 1 1


NUMERO TOTAL DE

TRABAJADORES

TOTAL

Diseño

Decora-

ción

Capaci tación

Asist. Técn.

Mant. y Rep.

Ases.Neg.

Legal


Asesoria Contable

TOTAL 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0

No tiene/N.R. 15.4 5.9 0.0 21.1 9.1 30.8 21.4 12.5

1 10.8 5.9 10.0 10.5 13.6 7.7 21.4 6.3 2 17.7 11.8 30.0 7.9 22.7 15.4 21.4 31.3 3 10.8 11.8 20.0 7.9 22.7 0.0 7.1 6.3 4 8.5 11.8 10.0 0.0 4.5 7.7 21.4 18.8 5 6.9 5.9 0.0 7.9 9.1 15.4 0.0 6.3 6 7.7 17.6 20.0 7.9 4.5 0.0 7.1 0.0 7 3.8 5.9 0.0 2.6 9.1 7.7 0.0 0.0 8 3.1 0.0 10.0 5.3 0.0 7.7 0.0 0.0 9 3.1 0.0 0.0 7.9 0.0 0.0 0.0 6.3

10 3.1 11.8 0.0 2.6 4.5 0.0 0.0 0.0 11 1.5 0.0 0.0 2.6 0.0 0.0 0.0 6.3 12 0.8 0.0 0.0 2.6 0.0 0.0 0.0 0.0 13 1.5 5.9 0.0 0.0 0.0 7.7 0.0 0.0 15 1.5 5.9 0.0 2.6 0.0 0.0 0.0 0.0 18 0.8 0.0 0.0 0.0 0.0 0.0 0.0 6.3 37 0.8 0.0 0.0 2.6 0.0 0.0 0.0 0.0 40 1.5 0.0 0.0 5.3 0.0 0.0 0.0 0.0

104 0.8 0.0 0.0 2.6 0.0 0.0 0.0 0.0

62

CUADRO Nº 22 BENEFICIOS SOCIALES DEL TRABAJADOR

NUMERO DE CASOS

SERVICIO QUE OFRECE

BENEFICIOS SOCIALES

DEL TRABAJADOR

TOTAL

Diseño

Decora-

ción

Capaci- tación

Asist. Técn.

Mant. y Rep.

Ases.Neg.

Legal


Asesoria Contable

SEGURO MEDICO 110 16 10 30 20 9 11 14

Si 34 6 2 9 6 6 5 No 76 10 8 21 14 3 11 9

PENSION 110 16 10 30 20 9 11 14

Si 30 6 2 7 5 6 4 No 80 10 8 23 15 3 11 10

VACACIONES 110 16 10 30 20 9 11 14

Si 35 5 2 11 5 6 1 5 No 75 11 8 19 15 3 10 9

OTROS BENEFICIOS 110 16 10 30 20 9 11 14

Si 8 1 4 2 1 No 102 16 9 26 20 7 11 13

NOTA: Se excluye a los que no tienen trabajadores/ No responden.


SERVICIO QUE OFRECE

BENEFICIOS SOCIALES

DEL TRABAJADOR

TOTAL

Diseño

Decora-

ción

Capaci- tación

Asist. Técn.

Mant. y Rep.

Ases.Neg.

Legal


Asesoria Contable

SEGURO MEDICO 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0

Si 30.9 37.5 20.0 30.0 30.0 66.7 0.0 35.7 No 69.1 62.5 80.0 70.0 70.0 33.3 100.0 64.3

PENSION 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0

Si 27.3 37.5 20.0 23.3 25.0 66.7 0.0 28.6 No 72.7 62.5 80.0 76.7 75.0 33.3 100.0 71.4

VACACIONES 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0

Si 31.8 31.3 20.0 36.7 25.0 66.7 9.1 35.7 No 68.2 68.8 80.0 63.3 75.0 33.3 90.9 64.3

OTROS BENEFICIOS 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0

Si 7.3 0.0 10.0 13.3 0.0 22.2 0.0 7.1 No 92.7 100.0 90.0 86.7 100.0 77.8 100.0 92.9

63

CUADRO Nº 23 VALORIZACION DE LOS ACTIVOS (US$)

NUMERO DE CASOS

SERVICIO QUE OFRECE

VALOR DE LOS

ACTIVOS US$

TOTAL

Diseño

Decora-

Ción

Capaci- tación

Asist. Técn.

Ases.Neg.

Legal

Informac. Publicidd

Asesoria Contable

TOTAL 114 17 10 32 19 11 10 15 1 - 900 23 1 2 9 3 4 2 2 901 - 2400 28 1 4 4 7 2 3 7 2401 - 6000 24 5 3 6 3 2 1 4 6001 - 22500 24 6 7 4 2 3 2 22501 a más 15 4 1 6 2 1 1 NOTA: Excluye a los que no tienen, no responden.


VALOR DE LOS

ACTIVOS US$

TOTAL

Diseño

Decora- Ción

Capaci- tación

Asist. Técn.

Mant. y Rep.

Ases.Neg.

Legal


Asesoria Contable

TOTAL 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 1 - 900 20.2 5.9 20.0 28.1 15.8 36.4 20.0 13.3 901 - 2400 24.6 5.9 40.0 12.5 36.8 18.2 30.0 46.7 2401 - 6000 21.1 29.4 30.0 18.8 15.8 18.2 10.0 26.7 6001 - 22500 21.1 35.3 0.0 21.9 21.1 18.2 30.0 13.3 22501 a más 13.2 23.5 10.0 18.8 10.5 9.1 10.0 0.0

CUADRO Nº 24 ESTE AÑO QUE TERMINA ¿COMO HA SENTIDO LA

COMPETENCIA EN ESTE NEGOCIO?


COMPETENCIA

TOTAL

Diseño

Decora ción

Capaci tación

Asist. Técn.

Ases.Neg.

Legal


Asesoria Contable

TOTAL 138 19 13 41 22 13 14 16

Por precios/Recesión 49 7 6 12 6 5 7 6 Por oferta 58 8 4 17 12 5 4 8 Por calidad 2 1 1 Por productos importados 2 1 1 No hubo competencia 27 3 2 11 4 2 3 2


SERVICIO QUE OFRECE

COMPETENCIA

TOTAL

Diseño

Decoración

Capaci- tación

Asist. Técn.

Mant. y Rep.

Ases.Neg

Legal


Asesoria Contable

TOTAL 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 Por precios/Recesión 35.5 36.8 46.2 29.3 27.3 38.5 50.0 37.5 Por oferta 42.0 42.1 30.8 41.5 54.5 38.5 28.6 50.0 Por calidad 1.4 0.0 7.7 0.0 0.0 7.7 0.0 0.0 Por productos importados 1.4 5.3 0.0 2.4 0.0 0.0 0.0 0.0 No hubo competencia 19.6 15.8 15.4 26.8 18.2 15.4 21.4 12.5

64

CUADRO Nº 25

ESTE AÑO QUE TERMINA ¿COMO HA SENTIDO LA COMPETENCIA

EN ESTE NEGOCIO (INTENSIDAD)?


INTENSIDAD DE COMPETENCIA

TOTAL

Diseño

Decora- ción

Capaci- Tación

Asist. Técn.

Mant. y Rep.

Ases.Neg

Legal


Asesoria Contable

TOTAL 138 19 13 41 22 13 14 16

Fuerte/Intensa 99 14 10 27 15 11 10 12 Más o menos 12 2 1 3 3 1 2 No ha habido 27 3 2 11 4 1 4 2


INTENSIDAD DE COMPETENCIA

TOTAL

Diseño

Decora- ción

Capaci- tación

Asist. Técn.

Mant. y Rep.

Ases.Neg.

Legal


Asesoria Contable

TOTAL 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0

Fuerte/Intensa 71.7 73.7 76.9 65.9 68.2 84.6 71.4 75.0 Más o menos 8.7 10.5 7.7 7.3 13.6 7.7 0.0 12.5 No ha habido 19.6 15.8 15.4 26.8 18.2 7.7 28.6 12.5

65

CUADRO Nº 26

COMPETIDORES EN EL MERCADO


COMPETIDORES

TOTAL

Diseño

Decora- ción

Capaci- tación

Asist. Técn.

Mant. y Rep.

Ases.Neg.

Legal


Asesoria Contable

OTROS 130 17 10 38 22 13 14 16

Si 113 16 8 27 22 12 12 16 No 17 1 2 11 1 2

INST. PUBLICAS 130 17 10 38 22 13 14 16

Si 7 4 1 2 No 123 17 10 34 21 11 14 16

ONGs 130 17 10 38 22 13 14 16

Si 4 3 1 No 126 17 10 35 22 13 14 15


COMPETIDORES

TOTAL

Diseño

Decora- Ción

Capaci- tación

Asist. Técn.

Mant. y Rep.

Ases.Neg.

Legal


Asesoria Contable

OTROS 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0

Si 86.9 94.1 80.0 71.1 100.0 92.3 85.7 100.0 No 13.1 5.9 20.0 28.9 0.0 7.7 14.3 0.0

INST. PUBLICAS 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0

Si 5.4 0.0 0.0 10.5 4.5 15.4 0.0 0.0 No 94.6 100.0 100.0 89.5 95.5 84.6 100.0 100.0

ONGs 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0

Si 3.1 0.0 0.0 7.9 0.0 0.0 0.0 6.3 No 96.9 100.0 100.0 92.1 100.0 100.0 100.0 93.8

66

CUADRO Nº 27 TAMAÑO DE EMPRESA DE OTROS COMPETIDORES

NUMERO DE CASOS

SERVICIO QUE OFRECE

OTROS COMPETIDORES

TAMAÑO DE EMPRESA

TOTAL

Diseño

Decora Ción

Capaci- tación

Asist. Técn.

Mant. y Rep.

Ases.Neg

Legal


Asesoria Contable

TOTAL 113 16 8 27 22 12 12 16

Grande 25 5 3 6 6 4 1 Mediana 33 4 3 8 9 4 3 2 Pequeña 55 7 2 13 7 4 8 14


OTROS

COMPETIDORES TAMAÑO DE EMPRESA

TOTAL

Diseño

Decora- Ción

Capaci- tación

Asist. Técn.

Mant. y Rep.

Ases.Neg

Legal


Asesoria Contable

TOTAL 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0

Grande 22.1 31.3 37.5 22.2 27.3 33.3 8.3 0.0 Mediana 29.2 25.0 37.5 29.6 40.9 33.3 25.0 12.5 Pequeña 48.7 43.8 25.0 48.1 31.8 33.3 66.7 87.5

67

CUADRO Nº 28 NUMERO TOTAL DE CLIENTES

CLIENTES

TOTAL FIJOS EVENTUALES SERVICIO QUE OFRECE Suma Media Suma Media Suma Media

TOTAL CLIENTES 26,255 202 5,976 46 20,279 156

Diseño 6,578 387 1,975 116 4,603 271 Decoración 1,562 156 947 95 615 62 Capacitación 7,633 201 1,508 40 6,125 161 Asist.Tec.,Mant. y Rep. 5,033 229 671 31 4,362 198 Asesoría en Negocios y Legal 2,089 161 412 32 1,677 129 Información y Publicidad 1,383 99 113 8 1,270 91 Asesoria Contable 1,977 124 350 22 1,627 102

CUADRO Nº 29 NUMERO DE CLIENTES

NUMERO DE CASOS

SERVICIO QUE OFRECE

NUMERO DE CLIENTES

TOTAL Diseño Decora- Ción

Capaci- tación

Asist. Técn.

Mant. y Rep.

Ases.Neg Legal


Asesoria Contable

TOTAL 122 13 10 38 22 12 12 15

Hasta 20 29 3 2 9 1 5 4 5 21 - 60 34 7 2 9 5 3 1 7 61 - 130 27 2 5 8 5 1 4 2 131 - 500 23 9 9 2 3 501 a mas 9 1 1 3 2 1 1

NOTA: Excluye a los que no responden.


NUMERO DE CLIENTES TOTAL

Diseño

Decora-

Ción

Capaci- tación

Asist. Técn.

Mant. y Rep.

Ases.Neg.

Legal


Asesoria Contable

TOTAL 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0

Hasta 20 23.8 23.1 20.0 23.7 4.5 41.7 33.3 33.3 21 - 60 27.9 53.8 20.0 23.7 22.7 25.0 8.3 46.7 61 - 130 22.1 15.4 50.0 21.1 22.7 8.3 33.3 13.3 131 - 500 18.9 0.0 0.0 23.7 40.9 16.7 25.0 0.0 501 a mas 7.4 7.7 10.0 7.9 9.1 8.3 0.0 6.7

CUADRO Nº 30

INGRESO ANUAL ESTIMADO

68

(US$)

INGRESO ANUAL ESTIMADO (US$) SERVICIO QUE OFRECE

Suma Media

TOTAL 4,442,365 41,517

Diseño 516,270 39,713 Decoración 316,130 35,126 Capacitación 2,004,038 69,105 Asist.Tec.,Mant. y Rep. 455,290 22,765 Asesoría en Negocios y Legal 392,436 35,676 Información y Publicidad 406,583 33,882 Asesoria Contable 351,618 27,048


CUADRO Nº 31 INGRESO ANUAL ESTIMADO

(US$)

NUMERO DE CASOS SERVICIO QUE OFRECE INGRESO

ANUAL ESTIMADO

US$ TOTAL Diseño Decora- ción

Capaci- tación

Asist. Técn.

Mant. y Rep.

Ases.Neg. Legal


Asesoria Contable

TOTAL 107 13 9 29 20 11 12 13

501 - 1500 2 1 1 1501 - 3000 12 1 3 2 2 2 2 3001 - 10000 36 3 1 7 11 2 7 5 10001 a mas 57 10 7 18 6 7 3 6


ESTRUCTURA PORCENTUAL SERVICIO QUE OFRECE INGRESO

ANUAL ESTIMADO

US$ TOTAL Diseño Decora- ción

Capaci- tación

Asist. Técn.

Mant. y Rep.

Ases.Neg. Legal


Asesoria Contable

TOTAL 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0

501 - 1500 1.9 0.0 0.0 3.4 5.0 0.0 0.0 0.0 1501 - 3000 11.2 0.0 11.1 10.3 10.0 18.2 16.7 15.4 3001 - 10000 33.6 23.1 11.1 24.1 55.0 18.2 58.3 38.5 10001 a mas 53.3 76.9 77.8 62.1 30.0 63.6 25.0 46.2

69

CUADRO Nº 32

¿QUE NECESITA PARA MEJORAR SUS SERVICIOS?


NECESITA: TOTAL Diseño Decora-


Asist. Técn.

Mant. y Rep.

Ases.Neg Legal


Asesoria Contable

CAPACITACION 130 17 10 38 22 13 14 16

Si 57 7 3 16 12 3 7 9 No 73 10 7 22 10 10 7 7

INFORMACION 130 17 10 38 22 13 14 16

Si 30 5 2 8 4 5 4 2 No 100 12 8 30 18 8 10 14

RELACIONES 130 17 10 38 22 13 14 16

Si 61 5 7 18 8 9 5 9 No 69 12 3 20 14 4 9 7

OTROS 130 17 10 38 22 13 14 16

Si 53 10 4 18 10 3 5 3 No 77 7 6 20 12 10 9 13


NECESITA: TOTAL Diseño Decora-


Asist. Técn.

Mant. y Rep.

Ases.Neg Legal


Asesoria Contable

CAPACITACION 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0

Si 43.8 41.2 30.0 42.1 54.5 23.1 50.0 56.3 No 56.2 58.8 70.0 57.9 45.5 76.9 50.0 43.8

INFORMACION 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0

Si 23.1 29.4 20.0 21.1 18.2 38.5 28.6 12.5 No 76.9 70.6 80.0 78.9 81.8 61.5 71.4 87.5

RELACIONES 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0

Si 46.9 29.4 70.0 47.4 36.4 69.2 35.7 56.3 No 53.1 70.6 30.0 52.6 63.6 30.8 64.3 43.8

OTROS 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0

Si 40.8 58.8 40.0 47.4 45.5 23.1 35.7 18.8 No 59.2 41.2 60.0 52.6 54.5 76.9 64.3 81.3

70

CUADRO Nº 33 ¿QUE NECESITA PARA MEJORAR SUS SERVICIOS?

NUMERO DE CASOS

SERVICIO QUE OFRECE NECESITA TIPO DE:


Capaci- tación

Asist. Técn.

Mant. y Rep.

Ases.Neg Legal


Asesoria Contable

CAPACITACION EN: 56 7 3 15 12 3 7 9 Desarrollo del Producto(Servicio) 28 3 2 8 6 5 4 Desarrollo del Negocio (gestión) 25 3 1 7 5 2 2 5 Atención a clientes 3 1 1 1

INFORMACION DE: 30 5 2 8 4 5 4 2 Mercados (nacionales, extranjeros, tendencias, modas)

20 3 2 8 1 2 3 1

Normatividad (laboral, tributaria, procedimiento)

6 2 2 1 1

Tecnología 4 2 1 1 RELACIONES CON: 60 5 6 18 8 9 5 9

Empresas en general 38 1 4 11 4 7 3 8 Instituciones Públicas 5 2 2 1 Sistema Financiero 1 1 Otros colegas 12 2 1 6 2 1 Con Clientes 4 2 1 1

OTROS 53 10 4 18 10 3 5 3 Capital 45 9 4 14 7 3 5 3 Promoción 5 1 3 1 Políticas de Gobierno 3 1 2



NECESITA TIPO DE:

TOTAL Diseño Decora ción

Capaci tación

Asist. Técn.

Mant. y Rep.

Ases.Neg Legal


Asesoria Contable

CAPACITACION EN: 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 Desarrollo del Producto(Servicio) 50.0 42.9 66.7 53.3 50.0 0.0 71.4 44.4 Desarrollo del Negocio (gestión) 44.6 42.9 33.3 46.7 41.7 66.7 28.6 55.6 Atención a clientes 5.4 14.3 0.0 0.0 8.3 33.3 0.0 0.0

INFORMACION DE: 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 Mercados (nacionales, extranjeros, tendencias, modas)

66.7 60.0 100.0 100.0 25.0 40.0 75.0 50.0

Normatividad (laboral, tributaria, procedimiento)

20.0 0.0 0.0 0.0 50.0 40.0 25.0 50.0

Tecnología 13.3 40.0 0.0 0.0 25.0 20.0 0.0 0.0 RELACIONES CON: 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0

Empresas en general 63.3 20.0 66.7 61.1 50.0 77.8 60.0 88.9 Instituciones Públicas 8.3 0.0 0.0 0.0 25.0 22.2 0.0 11.1 Sistema Financiero 1.7 0.0 0.0 5.6 0.0 0.0 0.0 0.0 Otros colegas 20.0 40.0 16.7 33.3 25.0 0.0 20.0 0.0 Con Clientes 6.7 40.0 16.7 0.0 0.0 0.0 20.0 0.0

OTROS 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 Capital 84.9 90.0 100.0 77.8 70.0 100.0 100.0 100.0 Promoción 9.4 10.0 0.0 16.7 10.0 0.0 0.0 0.0 Políticas de Gobierno 5.7 0.0 0.0 5.6 20.0 0.0 0.0 0.0

71

CUADRO Nº 34

CURSOS A LOS QUE ASISTIO


CURSOS TOTAL Diseño Decora-


Asist. Técn.

Mant. y Rep.

Ases.Neg Legal

Informac Publicidad

Asesoria Contable

TOTAL 205 34 10 78 19 19 11 34 Ventas 4 1 2 1 Marketing 11 4 5 1 1 Computación 24 9 1 7 2 5 Idiomas 3 1 1 1 Publicidad 1 1 Otros 95 14 5 40 12 8 6 10 Secretariado 2 1 1 Relac. Públicas 3 3 Legis. Laboral 5 1 3 1 Maquinaria-Mantenimiento 6 2 4 MYPES-PYMES 3 2 1 Tributación/Auditoría Tributaria 9 1 8 Artesanía 1 1 Comercio Exterior 2 1 1 Fotografía 1 1 Técnico Electricista 1 1 Administración/Contabilidad 19 4 1 7 1 6 Derecho 1 1 Ingeniería/Reingeniería 2 2 Profesor 4 3 1 Gestión y Dirección de Empresa/Finanzas

8 3 1 4


SERVICIO QUE OFRECE

CURSOS TOTAL Diseño Decora


Asist. Técn.

Mant. y Rep.

Ases.Neg. Legal


Asesoria Contable

TOTAL 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 Ventas 2.0 2.9 20.0 0.0 5.3 0.0 0.0 0.0 Marketing 5.4 11.8 0.0 6.4 5.3 0.0 9.1 0.0 Computación 11.7 26.5 10.0 9.0 0.0 10.5 0.0 14.7 Idiomas 1.5 0.0 10.0 1.3 0.0 0.0 9.1 0.0 Publicidad 0.5 0.0 0.0 0.0 0.0 0.0 9.1 0.0 Otros 46.3 41.2 50.0 51.3 63.2 42.1 54.5 29.4 Secretariado 1.0 0.0 0.0 1.3 0.0 5.3 0.0 0.0 Relac. Públicas 1.5 0.0 0.0 3.8 0.0 0.0 0.0 0.0 Legis. Laboral 2.4 0.0 0.0 1.3 0.0 15.8 0.0 2.9 Maquinaria-Mantenimiento 2.9 5.9 0.0 0.0 21.1 0.0 0.0 0.0 MYPES-PYMES 1.5 0.0 0.0 2.6 0.0 5.3 0.0 0.0 Tributación/Auditoría Tributaria 4.4 0.0 0.0 1.3 0.0 0.0 0.0 23.5 Artesanía 0.5 0.0 0.0 1.3 0.0 0.0 0.0 0.0 Comercio Exterior 1.0 0.0 0.0 1.3 0.0 5.3 0.0 0.0 Fotografía 0.5 0.0 0.0 0.0 0.0 0.0 9.1 0.0 Técnico Electricista 0.5 0.0 0.0 0.0 0.0 0.0 9.1 0.0 Administración/Contabilidad 9.3 11.8 10.0 9.0 5.3 0.0 0.0 17.6 Derecho 0.5 0.0 0.0 0.0 0.0 5.3 0.0 0.0 Ingeniería/Reingeniería 1.0 0.0 0.0 2.6 0.0 0.0 0.0 0.0 Profesor 2.0 0.0 0.0 3.8 0.0 5.3 0.0 0.0 Gestión y Dirección de Empresa/Finanzas

3.9 0.0 0.0 3.8 0.0 5.3 0.0 11.8

72

CUADRO Nº 35 DIPLOMAS Y/O CERTIFICADOS OBTENIDOS (OTROS)

CODIGO ENCUESTA DESCRIPCION DE DIPLOMA Y/O CERTIFICADO

1 CERTIFICADO SOLDADURA, COMPUTACION Y RODAMIENTOS 9 SEMINARIOS, CONFERENCIAS

14 CERTIFICADO DE CAPACITACION Y ADIESTRAMIENTO 16 TECNICO DE MANDO MEDIO DE MAQUINAS Y HERRAMIENTAS 20 DISEÑO COMPUTARIZADO 24 CONTROL DE ALMACENES 30 DIPLOMA SOBRE AUDIOVISUAL 51 CAPACITACION 63 DISEÑADORA DE MODAS

MAQUILLAJE (CONSULTORA DE BELLEZA) 93 CERTIFICADO DE TORNERO MECANICO

102 CERTIFICADO 107 CERTIFICADO DE AUDITOR INDEPENDIENTE 120 CERTIFICADO EN MODELAJE DE CALZADO 130 TITULO PROFESIONAL DE PEDAGOGIA Y DISEÑO DE MODA 137 TECNICO EN COSMETOLOGIA 145 TECNICO EN SISTEMAS DE GAS 147 CERTIFICADO TECNICO DE CAFECULTURA

CERTIFICADO EN GESTION EN GOBIERNOS SOCIALES 153 MODISTA 153 CERTIFICADO EN DISEÑO DE CALZADO USMP 161 CERTIFICADO EN DISEÑO DE CALZADO 175 CERTIFICADO EN TORNO. SENATI 180 CERTIFICADOS DE EN IPAE, ADIV

CURSOS DE ACTUALIZACION EN LA UNI 181 ESPECIALIZACION TECNICAS ADUANERAS (PROMPEX) 187 DIPLOMA EN DISEÑO DE MODA Y CORTE INDUSTRIAL 188 CERTIFICADO DE DISEÑADORA DE MODAS 207 TECNICO EN DIBUJO PUBLICITARIO 214 TECNICO EN MODELAJE DE CALZADO 224 CERTIFICADO DE ESTUDIOS EN CAMAROGRAFO 238 CERTIFICADOS, SEMINARIOS, DIPLOMAS DE LA UNI, E INSTITUCIONES 243 SEMINARIOS DE METODOLOGIA DE EVANGELIZACION, TEATRO Y DANZA 247 TECNICO EN REFRIGERACION 257 CERTIFICADOS DE IPAE 276 TECNICO EN TINTORERIA Y TEXTILES

73

CUADRO Nº 36 DURACION DEL ULTIMO CURSO ASISTIDO

NUMERO DE CASOS

SERVICIO QUE OFRECE

DURACION TOTAL Diseño Decora-


Asist. Técn.

Mant. y Rep.

Ases.Neg. Legal


Asesoria Contable

TOTAL 102 15 6 34 10 13 8 16 1 semana a 6 meses

91 15 5 31 6 13 6 15

7 meses a 2 años 11 1 3 4 2 1 NOTA: Excluye 28 casos que no se han capacitado.


DURACION TOTAL Diseño Decora-


Asist. Técn.

Mant. y Rep.

Ases.Neg. Legal


Asesoria Contable

TOTAL 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 1 semana a 6 meses

89.2 100.0 83.3 91.2 60.0 100.0 75.0 93.8

7 meses a 2 años 10.8 0.0 16.7 8.8 40.0 0.0 25.0 6.3

CUADRO Nº 37 INSTITUCION EN LA QUE SE CAPACITO

NUMERO DE CASOS

SERVICIO QUE OFRECE Ases.Neg. Informac. Asesoria INSTITUCION


Capaci- tación

Asist. Técn.

Mant. y Rep.

Legal Publicidad Contable

TOTAL 203 33 10 77 19 19 11 34 Universidades 43 6 1 20 2 5 4 5 Institutos Superiores 88 21 4 28 14 5 5 11 Empresas Privadas/Estatales

72 6 5 29 3 9 2 18

NOTA: Excluye los casos en los que no responden la institución.


INSTITUCION TOTA

L Diseño Decora ción

Capaci tación

Asist. Técn.

Mant. y Rep.

Ases.Neg. Legal


Asesoria Contable

TOTAL 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 Universidades 21.2 18.2 10.0 26.0 10.5 26.3 36.4 14.7 Institutos Superiores 43.3 63.6 40.0 36.4 73.7 26.3 45.5 32.4 Empresas Privadas/Estatales

35.5 18.2 50.0 37.7 15.8 47.4 18.2 52.9

74

CUADRO Nº 38 AÑO QUE ASISTIO A CURSOS

NUMERO DE CASOS

SERVICIO QUE OFRECE AÑO QUE ASISTIO A



Asist. Técn.

Ases.Neg

Legal


Asesoria Contable

TOTAL 205 34 10 78 19 19 11 34 72 1 1 75 2 1 1 76 3 3 78 2 1 1 79 3 1 1 1 80 6 5 1 81 2 1 1 82 3 1 2 83 2 1 1 84 3 1 1 1 85 5 2 2 1 86 3 1 2 87 3 1 1 1 89 2 1 1 90 8 3 2 2 1 92 8 2 1 1 1 1 2 93 8 3 2 3 94 9 2 3 1 1 2 95 10 5 1 1 1 2 96 16 5 8 1 2 97 17 9 1 1 2 4 98 28 6 2 10 1 4 2 3 99 61 5 2 27 5 9 1 12


SERVICIO QUE OFRECE AÑO QUE ASISTIO A



Asist. Técn.

Ases.Neg Legal


Asesoria Contable

TOTAL 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0 72 0.5 0.0 0.0 0.0 5.3 0.0 0.0 0.0 75 1.0 0.0 10.0 0.0 0.0 5.3 0.0 0.0 76 1.5 0.0 0.0 0.0 15.8 0.0 0.0 0.0 78 1.0 2.9 0.0 1.3 0.0 0.0 0.0 0.0 79 1.5 2.9 0.0 1.3 0.0 0.0 0.0 2.9 80 2.9 0.0 0.0 6.4 0.0 0.0 0.0 2.9 81 1.0 2.9 0.0 1.3 0.0 0.0 0.0 0.0 82 1.5 2.9 0.0 2.6 0.0 0.0 0.0 0.0 83 1.0 2.9 0.0 0.0 0.0 5.3 0.0 0.0 84 1.5 2.9 0.0 0.0 5.3 0.0 9.1 0.0 85 2.4 0.0 20.0 0.0 10.5 0.0 9.1 0.0 86 1.5 2.9 0.0 0.0 10.5 0.0 0.0 0.0 87 1.5 0.0 0.0 1.3 5.3 0.0 0.0 2.9 89 1.0 2.9 0.0 0.0 0.0 5.3 0.0 0.0 90 3.9 8.8 20.0 2.6 0.0 0.0 0.0 2.9 92 3.9 5.9 10.0 1.3 5.3 0.0 9.1 5.9 93 3.9 8.8 0.0 2.6 0.0 0.0 0.0 8.8 94 4.4 5.9 0.0 3.8 0.0 5.3 9.1 5.9 95 4.9 0.0 0.0 6.4 5.3 5.3 9.1 5.9 96 7.8 14.7 0.0 10.3 0.0 0.0 9.1 5.9 97 8.3 0.0 0.0 11.5 5.3 5.3 18.2 11.8 98 13.7 17.6 20.0 12.8 5.3 21.1 18.2 8.8 99 29.8 14.7 20.0 34.6 26.3 47.4 9.1 35.3

CUADRO Nº 39

75

EXPERIENCIA RELACIONADA CON EL SERVICIO


EXPERIENCIA TOTAL Diseño Decora-


Asist. Técn.

.

Ases Legal

Informa Publici

Asesori Contabl

TOTAL 172 14 3 65 28 16 19 27

Ayudante,Asistente, Practicante, Secretarias, etc.

43 6 4 9 1 8 15

Ventas, Comercio, Tramitadores 7 1 1 3 1 1 Profesional, Técnico (dependiente) 122 7 2 58 18 15 11 11


EXPERIENCIA TOTAL Diseño Decora-


Asist. Técn.

Ases Legal

Inform Publicid

Asesori Contabl

TOTAL 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0

Ayudante,Asistente, Practicante, Secretarias, etc.

25.0 42.9 0.0 6.2 32.1 6.3 42.1 55.6

Ventas, Comercio, Tramitadores 4.1 7.1 33.3 4.6 3.6 0.0 0.0 3.7 Profesional, Técnico (dependiente) 70.9 50.0 66.7 89.2 64.3 93.8 57.9 40.7

CUADRO Nº 40

LUGAR EN QUE ADQUIRIO LA EXPERIENCIA


LUGAR TOTAL Diseño Decora


Asist. Técn.

Mant. y Rep.

Ases.Neg. Legal


Asesoria Contable

TOTAL 171 14 3 64 28 16 19 27

Empresa Grande 87 7 2 33 15 10 8 12 Empresa Mediana 52 5 1 22 5 3 4 12 Pequeña-micro Empresa 32 2 9 8 3 7 3


LUGAR TOTAL

Diseño Decora- ción

Capaci- tación

Asist. Técn.

Mant. y Rep.

Ases.Neg Legal

Informac Publicidad

Asesoria Contable

TOTAL 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0

Empresa Grande 50.9 50.0 66.7 51.6 53.6 62.5 42.1 44.4 Empresa Mediana 30.4 35.7 33.3 34.4 17.9 18.8 21.1 44.4 Pequeña-micro Empresa 18.7 14.3 0.0 14.1 28.6 18.8 36.8 11.1

76

CUADRO Nº 41

AÑOS EN QUE ADQUIRIO LA EXPERIENCIA


AÑOS


Capaci- tación

Asist. Técn.

Mant. y Rep.

Ases.Neg. Legal


Asesoria Contable

TOTAL 168 14 2 62 28 16 19 27

Antes de

1970 5 3 1 1

1970 - 74 5 2 2 1 1975 - 79 15 6 6 1 2 1980 - 84 19 2 5 6 2 4 1985 - 89 31 2 1 12 6 3 1 6 1990 - 94 44 5 15 5 5 3 11 1995 - 99 49 5 1 19 2 7 10 5


AÑOS


Capaci tación

Asist. Técn.

Mant. y Rep.

Ases.Neg. Legal


Asesoria Contable

TOTAL 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0

Antes de

1970 3.0 0.0 0.0 4.8 3.6 0.0 5.3 0.0

1970 - 74 3.0 0.0 0.0 3.2 7.1 0.0 0.0 3.7 1975 - 79 8.9 0.0 0.0 9.7 21.4 6.3 10.5 0.0 1980 - 84 11.3 14.3 0.0 8.1 21.4 0.0 10.5 14.8 1985 - 89 18.5 14.3 50.0 19.4 21.4 18.8 5.3 22.2 1990 - 94 26.2 35.7 0.0 24.2 17.9 31.3 15.8 40.7 1995 - 99 29.2 35.7 50.0 30.6 7.1 43.8 52.6 18.5

77

CUADRO Nº 42 NIVEL DE ESTUDIOS DEL PERSONAL QUE TRABAJA

NUMERO DE CASOS

SERVICIO QUE OFRECE NIVEL DE ESTUDIOS


Capaci tación

Asist. Técn.

Mant. y Rep.

Ases.Neg. Legal


Asesoria Contable

TOTAL 277 43 28 87 39 27 21 32

Primaria 13 1 2 8 1 1 Secundaria 87 21 20 13 13 10 10 No Universitaria 106 18 7 33 16 8 4 20 Universitaria 71 4 39 2 8 6 12

NOTA: EXCLUYE A LOS QUE NO RESPONDEN.


NIVEL DE ESTUDIOS


Capaci- tación

Asist. Técn.

Mant. y Rep.

Ases.Neg. Legal


Asesoria Contable

TOTAL 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0

Primaria 4.7 0.0 3.6 2.3 20.5 3.7 4.8 0.0 Secundaria 31.4 48.8 71.4 14.9 33.3 37.0 47.6 0.0 No Universitaria 38.3 41.9 25.0 37.9 41.0 29.6 19.0 62.5 Universitaria 25.6 9.3 0.0 44.8 5.1 29.6 28.6 37.5

78

CUADRO Nº 43 OCUPACION DEL PERSONAL QUE TRABAJA

NUMERO DE CASOS

SERVICIO QUE OFRECE

OCUPACION TOTAL Diseño Decora


Asist Técn

Ases. Legal

Informac Publicid

Asesoria Contable

TOTAL 289 48 28 92 41 27 21 32

Mensajero, chofer, conserje, obrero, controlador, etc.

19 6 1 4 1 4 1 2

Operario, albañil, carpintero, pintor, etc. 44 13 13 9 3 3 3 Técnico mando medio 53 12 6 16 12 1 5 1 Ayudante, asistente, vendedor, auxiliar contable, mecánico

88 9 6 19 22 7 7 18

Secretaria, digitador 19 1 8 1 7 2 Profesional, jefe, administrador, diseñador, etc

57 5 1 32 2 5 4 8

Gerente, propietario 9 2 1 4 1 1



OCUPACION TOTAL Diseño Decora


Asist. Técn.

Ases. Legal

Informac Publicid

Asesoria Contable

TOTAL 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0

Mensajero, chofer, conserje, obrero, controlador, etc.

6.6 12.5 3.6 4.3 2.4 14.8 4.8 6.3

Operario, albañil, carpintero, pintor, etc. 15.2 27.1 46.4 9.8 7.3 11.1 14.3 0.0 Técnico mando medio 18.3 25.0 21.4 17.4 29.3 3.7 23.8 3.1 Ayudante, asistente, vendedor, auxiliar contable, mecánico

30.4 18.8 21.4 20.7 53.7 25.9 33.3 56.3

Secretaria, digitador 6.6 2.1 0.0 8.7 2.4 25.9 0.0 6.3 Profesional, jefe, administrador, diseñador, etc

19.7 10.4 3.6 34.8 4.9 18.5 19.0 25.0

Gerente, propietario 3.1 4.2 3.6 4.3 0.0 0.0 4.8 3.1

79

CUADRO Nº 44 ESPECIALIDAD DEL PERSONAL QUE TRABAJA

NUMERO DE CASOS

SERVICIO QUE OFRECE

ESPECIALIDAD TOTAL Diseño Decora-


Asist. Técn.

Mant. y Rep.

Ases.Neg. Legal


Asesoria Contable

TOTAL 181 30 6 75 20 13 11 26

Ventas 1 1 Marketing 1 1 Computacion 6 2 1 2 1 Publicidad 1 1 Otros 56 15 2 21 11 4 2 1 Secretariado 10 1 6 1 1 1 Relac. Públicas 1 1 SENATI 4 2 1 1 Maquinaria-Mantenimiento 6 1 5 Artesanía 1 1 Comercio Exterior 2 1 1 Confección Industrial 2 2 Técnico Electricista 3 1 1 1 Administración/Contabilidad 44 4 13 2 3 22 Derecho 3 1 2 CC.SS 8 1 1 6 Ingeniería/Reingeniería 16 2 13 1 Profesor 9 8 1 Bellas Artes 2 1 1 Sociología 1 1 Economista/Estdístico 4 3 1


80

CUADRO Nº 45 BENEFICIOS SOCIALES DEL PROPIETARIO


BENEFICIOS SOCIALES

DEL PROPIETARIO


Capaci- tación

Asist. Técn.

Mant. y Rep.

Ases.Neg. Legal


Asesoria Contable

SEGURO MEDICO 130 17 10 38 22 13 14 16

Si 50 7 5 18 4 7 2 7 No 80 10 5 20 18 6 12 9

PENSION 130 17 10 38 22 13 14 16

Si 32 3 4 10 3 6 1 5 No 98 14 6 28 19 7 13 11

VACACIONES 130 17 10 38 22 13 14 16

Si 27 4 2 8 4 6 1 2 No 103 13 8 30 18 7 13 14


Si 3 1 1 1 No 127 17 9 37 22 12 14 16


BENEFICIOS SOCIALES

DEL PROPIETARIO


Capaci- tación

Asist. Técn.

Mant. y Rep.

Ases.Neg. Legal


Asesoria Contable

SEGURO MEDICO 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0

Si 38.5 41.2 50.0 47.4 18.2 53.8 14.3 43.8 No 61.5 58.8 50.0 52.6 81.8 46.2 85.7 56.3

PENSION 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0

Si 24.6 17.6 40.0 26.3 13.6 46.2 7.1 31.3 No 75.4 82.4 60.0 73.7 86.4 53.8 92.9 68.8

VACACIONES 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0

Si 20.8 23.5 20.0 21.1 18.2 46.2 7.1 12.5 No 79.2 76.5 80.0 78.9 81.8 53.8 92.9 87.5


Si 2.3 0.0 10.0 2.6 0.0 7.7 0.0 0.0 No 97.7 100.0 90.0 97.4 100.0 92.3 100.0 100.0

81

CUADRO Nº 46 MODALIDAD DE LOS BENEFICIOS SOCIALES DEL PROPIETARIO

NUMERO DE CASOS

SERVICIO QUE OFRECE MODALIDAD BENEFICIOS SOCIALES

DEL PROPIETARIO TOTAL Diseño Decora- ción

Capaci- Tación

Asist. Técn.

Mant. y Rep.

Ases.Neg. Legal


Asesoria Contable

SEGURO MEDICO 46 6 5 16 4 6 2 7

ESSALUD 36 3 3 13 4 4 2 7 Particular- Privado 10 3 2 3 2

PENSION 26 1 3 8 3 5 1 5

AFP 14 3 4 4 1 2 ESSALUD 3 2 1

Estado 9 1 2 2 1 3

VACACIONES 10 0 0 4 1 3 1 1 Completas 1 1

Incompletas 7 4 1 1 1 Variable 2 2


Gratificaciones 1 1


SERVICIO QUE OFRECE MODALIDAD BENEFICIOS SOCIALES

DEL PROPIETARIO TOTAL Diseño Decora


Asist. Técn.

Mant. y Rep.

Ases.Neg. Legal


Asesoria Contable

SEGURO MEDICO 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0

ESSALUD 78.3 50.0 60.0 81.3 100.0 66.7 100.0 100.0 Particular- Privado 21.7 50.0 40.0 18.8 0.0 33.3 0.0 0.0

PENSION 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0

AFP 53.8 0.0 100.0 50.0 0.0 80.0 100.0 40.0 ESSALUD 11.5 0.0 0.0 25.0 33.3 0.0 0.0 0.0

Estado 34.6 100.0 0.0 25.0 66.7 20.0 0.0 60.0

VACACIONES 100.0 0.0 0.0 100.0 100.0 100.0 100.0 100.0 Completas 10.0 0.0 0.0 0.0 0.0 0.0 0.0 100.0

Incompletas 70.0 0.0 0.0 100.0 100.0 33.3 100.0 0.0 Variable 20.0 0.0 0.0 0.0 0.0 66.7 0.0 0.0


Gratificaciones 100.0 0.0 0.0 0.0 0.0 100.0 0.0 0.0

82

CUADRO Nº 47 ¿TRABAJA UD. EN ASOCIACION CON OTROS COLEGAS?


¿TRABAJA CON OTROS COLEGAS? TOTAL Diseño Decora-


Asist. Técn.

Mant. y Rep.

Ases.Neg Legal

Informac. Publicida

d

Asesoria Contable

TOTAL 130 17 10 38 22 13 14 16

Si 48 2 2 16 9 6 6 7 No 82 15 8 22 13 7 8 9


¿TRABAJA CON OTROS COLEGAS? TOTAL Diseño Decora-


Asist. Técn.

Ases. Legal

Informac. Publicid

Asesoria Contable

TOTAL 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0

Si 36.9 11.8 20.0 42.1 40.9 46.2 42.9 43.8 No 63.1 88.2 80.0 57.9 59.1 53.8 57.1 56.3

83

CUADRO Nº 48 INSTITUCIONES CON LAS QUE MANTIENE RELACIONES


INSTITUCION TOTAL Diseño Decora-



Ases.Neg. Legal


Asesoria Contable

TOTAL 103 8 3 44 10 19 4 15

Cámara de Comercio 14 3 5 1 3 2 Asociación Gremial 15 1 1 5 1 4 1 2 Asociación Profesional 26 10 1 8 7 Club departamental 4 1 1 1 1 Cooperativa 2 1 1 Otras Instituciones 42 3 2 22 6 3 3 3


INSTITUCION TOTAL Diseño Decora- ción

Capaci- tación

Asist. Técn.

Mant. y Rep.

Ases.Neg. Legal


Asesoria Contable

TOTAL 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0

Cámara de Comercio 13.6 37.5 0.0 11.4 10.0 15.8 0.0 13.3 Asociación Gremial 14.6 12.5 33.3 11.4 10.0 21.1 25.0 13.3 Asociación Profesional 25.2 0.0 0.0 22.7 10.0 42.1 0.0 46.7 Club departamental 3.9 0.0 0.0 2.3 10.0 5.3 0.0 6.7 Cooperativa 1.9 12.5 0.0 2.3 0.0 0.0 0.0 0.0 Otras Instituciones 40.8 37.5 66.7 50.0 60.0 15.8 75.0 20.0

84

CUADRO Nº 49 ¿DESDE CUANDO PARTICIPA EN LA INSTITUCION?

ESTRUCTURA PORCENTUAL ACUMULADA SERVICIO QUE OFRECE

¿DESDE QUE AÑO

PARTICIPA? TOTAL Diseño Decora- ción

Capaci- Tación

Asist. Técn.

Mant. y Rep.

Ases.Neg. Legal


Asesoria Contable

65 1.0 0.0 0.0 2.6 0.0 0.0 0.0 0.0 74 2.1 0.0 0.0 2.6 0.0 5.6 0.0 0.0 75 3.1 0.0 0.0 2.6 0.0 11.1 0.0 0.0 78 4.2 0.0 0.0 2.6 10.0 11.1 0.0 0.0 81 5.2 0.0 0.0 2.6 10.0 11.1 0.0 7.1 82 8.3 0.0 0.0 5.1 20.0 16.7 0.0 7.1 83 9.4 0.0 0.0 5.1 20.0 22.2 0.0 7.1 84 13.5 0.0 0.0 10.3 30.0 27.8 0.0 7.1 85 14.6 0.0 0.0 12.8 30.0 27.8 0.0 7.1 86 16.7 12.5 0.0 12.8 30.0 33.3 0.0 7.1 87 17.7 12.5 0.0 12.8 30.0 33.3 0.0 14.3 88 18.8 12.5 0.0 12.8 30.0 38.9 0.0 14.3 89 20.8 12.5 0.0 12.8 30.0 44.4 0.0 21.4 90 26.0 37.5 0.0 15.4 30.0 50.0 0.0 28.6 91 28.1 37.5 0.0 15.4 40.0 55.6 0.0 28.6 92 30.2 37.5 0.0 20.5 40.0 55.6 0.0 28.6 93 33.3 37.5 0.0 23.1 50.0 55.6 0.0 35.7 94 36.5 37.5 0.0 25.6 60.0 55.6 0.0 42.9 95 40.6 37.5 0.0 30.8 60.0 61.1 0.0 50.0 96 44.8 37.5 0.0 35.9 70.0 61.1 0.0 57.1 97 51.0 37.5 0.0 41.0 70.0 66.7 0.0 78.6 98 78.1 62.5 66.7 71.8 100.0 77.8 50.0 100.0 99 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0


85

CUADRO Nº 50 ¿PARTICIPA EN LA INSTITUCION

CON LA QUE MANTIENE RELACIONES?


¿PARTICIPA?


Capaci- tación

Asist. Técn.

Mant. y Rep.

Ases.Neg. Legal


Asesoria Contable

TOTAL 98 8 3 41 10 18 4 14

Si 49 3 1 23 7 6 3 6 No 8 1 2 4 1

Eventualmente 41 4 14 3 11 1 8



¿PARTICIPA? TOTAL Diseño Decora-


Asist. Técn.

Mant. y Rep.

Ases.Neg. Legal


Asesoria Contable

TOTAL 100.0 100.0 100.0 100.0 100.0 100.0 100.0 100.0

Si 50.0 37.5 33.3 56.1 70.0 33.3 75.0 42.9 No 8.2 12.5 66.7 9.8 0.0 5.6 0.0 0.0

Eventualmente 41.8 50.0 0.0 34.1 30.0 61.1 25.0 57.1

86

LISTADO DE INSTITUCIONES CON LAS QUE MANTIENE RELACIONES (TIPO DE PARTICIPACION, DESDE CUANDO Y SERVICIOS QUE BRINDA)

PROVEEDOR

Nº NOMBRE DE LA

INSTITUCION ¿PARTICIPA? ¿DESDE CUANDO? SERVICIO QUE BRINDA

CAMARA COMERCIO

00273 DE BREÑA NO RESPONDE NO RESPONDE CAPACITACION 00020 A NIVEL NACIONAL SI 98 CAPACITACION 00201 CAMARA DE COMERCIO SI 99 CAPACITACION 00276 DE GAMARRA SI 84 CAPACITACION 00053 GAMARRA SI 99 ASESORIA EN NEGOCIOS Y LEGAL 00196 LIMA NO 99 DISEÑO 00046 GAMARRA EVENTUALMENTE 99 DISEÑO 00257 CAMARA COMERCIO VES EVENTUALMENTE 90 DISEÑO 00054 LIMA EVENTUALMENTE 93 CAPACITACION 00025 GAMARRA EVENTUALMENTE 93 ASIST. TECNICA., MANT. Y

REPARACION 00014 CAMARA DE VILLA EL

SALVADOR EVENTUALMENTE 98 ASESORIA EN NEGOCIOS Y LEGAL

00045 CAMARA DE COMERCIO DE LIMA

EVENTUALMENTE 99 ASESORIA EN NEGOCIOS Y LEGAL

00097 DE LIMA EVENTUALMENTE 97 ASESORIA CONTABLE 00146 LIMA EVENTUALMENTE 97 ASESORIA CONTABLE

ASOCIACION GREMIAL

00201 POSTULAN A ASOC.DE

CONSULTORES EMPRESARIALES

NO RESPONDE 99 CAPACITACION

00202 DE CONFECCIONES DEL PARQUE INDUSTRIAL DE VILLA SALVADOR

SI 90 DISEÑO

00275 APEMIPE SI 99 DECORACION 00020 COPROCAL SI 99 CAPACITACION 00056 VILLA EL SALVADOR SI 99 CAPACITACION 00147 CUT- FEDAMPE+PAIPA SI 98 CAPACITACION 00102 ASOCIACION

PQUE.INDUSTRIAL NO.1 DE HUAYCAN

SI 94 ASIST. TECNICA., MANT. Y REPARACION

00027 KIOSKOS DE LA VICTORIA SI 74 ASESORIA EN NEGOCIOS Y LEGAL 00045 ADEX SI 99 ASESORIA EN NEGOCIOS Y LEGAL 00207 ASOC.PEQUEÑOS

COMERCIANTES DE FERRETERIA

SI 98 INFORMACION Y PUBLICIDAD

00009 APEMIVES SI 98 ASESORIA CONTABLE 00208 C.C.VIRREY AMAT SI 95 ASESORIA CONTABLE 00189 AMPIASAR EVENTUALMENTE 97 CAPACITACION 00013 COMERCIO, GREMIALES,

MERCADOS EVENTUALMENTE 99 ASESORIA EN NEGOCIOS Y LEGAL

00014 PARQUE INDUSTRIAL EVENTUALMENTE 97 ASESORIA EN NEGOCIOS Y LEGAL ASOCIACION PROFESIONAL

00272 COLEGIO DE INGENIEROS NO RESPONDE 94 CAPACITACION 00014 COLEGIO DE ABOGADOS NO RESPONDE 82 ASESORIA EN NEGOCIOS Y LEGAL 00020 IPECALIA-UNI SI 99 CAPACITACION 00151 COLEGIO CONT.PUBLICOS

DE LIMA SI 84 CAPACITACION

00187 FEPSAMOP (FED.PROF.DE SASTRES Y MODISTAS)

SI 96 CAPACITACION

87

00189 COLEGIO CONTADORES, ABOGADOS

SI 82 CAPACITACION

00273 COLEGIO INGENIEROS SI 90 CAPACITACION 00276 COLEGIO DE INGENIEROS SI 98 CAPACITACION 00075 CLUB DE MECANICOS

PROFESIONALES SI 98 ASIST. TECNICA., MANT. Y

REPARACION 00122 COLEGIO DE ABOGADOS DE

LIMA SI 88 ASESORIA EN NEGOCIOS Y LEGAL

00229 COLEGIO DE CONTADORES SI 83 ASESORIA EN NEGOCIOS Y LEGAL 00009 ENTRE LINEAS SI 98 ASESORIA CONTABLE 00028 COLEGIO DE CONTADORES SI 98 ASESORIA CONTABLE 00271 COLEGIO CONTADORES SI 90 ASESORIA CONTABLE 00010 CONTADORES PUBLICOS

(COLEGIO) NO 95 CAPACITACION

00140 COLEGIO DE ABOGADOS DE LIMA

NO 75 ASESORIA EN NEGOCIOS Y LEGAL

00130 DE DISEÑADORES EVENTUALMENTE 99 CAPACITACION 00243 PLAN INTERNACIONAL EVENTUALMENTE 99 CAPACITACION 00013 COLEGIO DE ABOGADOS EVENTUALMENTE 95 ASESORIA EN NEGOCIOS Y LEGAL 00045 COLEGIO DE ABOGADOS EVENTUALMENTE 98 ASESORIA EN NEGOCIOS Y LEGAL 00219 COLEGIO DE PSICOLOGOS EVENTUALMENTE 86 ASESORIA EN NEGOCIOS Y LEGAL 00225 COLEGIO DE INGENIEROS EVENTUALMENTE 91 ASESORIA EN NEGOCIOS Y LEGAL 00037 COLEGIO DE

CONT.PUBLICOS DE LIMA EVENTUALMENTE NO RESPONDE ASESORIA CONTABLE

00079 COLEGIO CONTADORES PUBLICOS DE LIMA

EVENTUALMENTE 81 ASESORIA CONTABLE

00136 COLEGIO CONTADORES PUBLICOS LIMA


00142 COLEGIO CONTADORES PUBLICOS DE LIMA


CLUB DEPARTAMENTAL

00146 CLUB DE LA UNION NO RESPONDE 87 ASESORIA CONTABLE 00144 HUANCAVELICA -

PROV.ACOBAMBA SI 98 ASIST. TECNICA., MANT. Y

REPARACION 00273 LA LIBERTAD EVENTUALMENTE NO RESPONDE CAPACITACION 00140 CLUB PASCO EVENTUALMENTE 89 ASESORIA EN NEGOCIOS Y LEGAL

COOPERATIVA

00267 JESUS OBRERO SI 86 DISEÑO 00147 VELASCO ALVARADO EVENTUALMENTE 99 CAPACITACION

OTRAS INSTITUCIONES

00078 ASOC. CONFEC. GAMARRA SI 98 DISEÑO 00018 MINISTERIO DE TRABAJO SI 98 CAPACITACION 00018 PRONAA SI 99 CAPACITACION 00054 GAMARRA SI 98 CAPACITACION 00187 CONPANAC

(CONFEDERAC.PANAMERICANA DE ALTA COSTURA

SI 96 CAPACITACION

00193 ASOC. GUADALUPANA DE EXALUMNOS

SI 65 CAPACITACION

00214 INSTITUCIONES QUE CAPACITAN UNMSM, CITECAL, UNI

SI 99 CAPACITACION

00221 MITINCI, CONAM, OIT, DIGESA, MUNICIPALIDADES

SI NO RESPONDE CAPACITACION

00243 USE 04 SI 98 CAPACITACION 00243 POSTA MEDICA SI 98 CAPACITACION 00243 PARROQUIA SI 98 CAPACITACION 00243 CUNAS DE LA ZONA SI 98 CAPACITACION 00144 CENTRO PROGRESISTA

ANTA SI 98 ASIST. TECNICA., MANT. Y

REPARACION

88

00155 ASOC. VIRREY AMAT SI 96 ASIST. TECNICA., MANT. Y REPARACION

00175 CONACO SI 78 ASIST. TECNICA., MANT. Y REPARACION

00180 ASOC. NAC. DE INDUSTRIAS SI 91 ASIST. TECNICA., MANT. Y REPARACION

00027 FEVIANVIC, SICUTRAN AFTAF

SI 90 ASESORIA EN NEGOCIOS Y LEGAL

00030 MITINCI SI 99 INFORMACION Y PUBLICIDAD 00030 PROMPYME SI 99 INFORMACION Y PUBLICIDAD 00107 ESTUDIO VERA PAREDES SI 97 ASESORIA CONTABLE 00129 ACCI NO 98 DECORACION 00129 HIA (HOBBY INDUSTRY

ASSOCIATION) NO 98 DECORACION

00151 CONACO NO 85 CAPACITACION 00189 UNI, VILLARREAL, COPEME NO NO RESPONDE CAPACITACION 00189 IPAE, BOLSA DE TRABAJO,

REPEM NO NO RESPONDE CAPACITACION

00001 SOCIEDAD NACIONAL DE INDUSTRIAS Y PROMPYME

EVENTUALMENTE 98 DISEÑO

00063 SOC. NAC. CONFECCIONES EVENTUALMENTE 99 DISEÑO 00026 CONAMYPE EVENTUALMENTE 95 CAPACITACION 00029 PROMPEX EVENTUALMENTE 98 CAPACITACION 00051 APIANEA EVENTUALMENTE 92 CAPACITACION 00147 OIT - IPAE EVENTUALMENTE 98 CAPACITACION 00181 APEMEFAC EVENTUALMENTE 99 CAPACITACION 00238 COLEGIO DE INGENIEROS EVENTUALMENTE 97 CAPACITACION 00263 SNI EVENTUALMENTE 92 CAPACITACION 00263 INST. RAFAEL REY EVENTUALMENTE 98 CAPACITACION 00016 MYPES, PROMPYME,

COFIDE EVENTUALMENTE 82 ASIST. TECNICA., MANT. Y

REPARACION 00123 COLEGIO DE ARQUITECTOS EVENTUALMENTE 84 ASIST. TECNICA., MANT. Y

REPARACION 00012 COLEGIO DE ABOGADOS DE

LIMA EVENTUALMENTE 84 ASESORIA EN NEGOCIOS Y LEGAL

00052 OWIT (ORG.INTERNACIONAL DE MUJERES DE NEGOCIOS)

EVENTUALMENTE NO RESPONDE ASESORIA EN NEGOCIOS Y LEGAL

00030 SOC. NAC. DE INDUSTRIAS EVENTUALMENTE 98 INFORMACION Y PUBLICIDAD 00097 COLEGIO DE CONTADORES EVENTUALMENTE 93 ASESORIA CONTABLE 00106 COLEGIO CONTADORES EVENTUALMENTE 96 ASESORIA CONTABLE

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