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Congratulations on Pakistan National Day
COVER STORY
According to the Law on Support for SMEs
According to the Law on Support for SMEs
According to the Law on Support for SMEs
(Law No. 04/2017/QH14) dated June 12, 2017,
(
(Law No. 04/2017/QH14) dated June 12, 2017, Law No. 04/2017/QH14) dated June 12, 2017,
10
10
a female-owned SME is de ned as one where one
a female-owned SME is de ned as one where one
a female-owned SME is de ned as one where one 10 I IN-DEPTH INTERVIEWS CONDUCTEDONDUCTEDINTERVIEWSN-DEPTH C CONDUCTED
or more women own 51% of charter capital and r more women own 51% of charter capital and
o
or more women own 51% of charter capital and
a
a woman is Executive Director. woman is Executive Director.
a woman is Executive Director.
220
220
220
ENTERPRISE SIZE
ENTERPRISE SIZE
Women own 21%
Women own 21% surveys ENTERPRISE SIZE LOCATIONLOCATION
21%
surveys
of formal enterprises completed Micro 57% North 34%
of formal enterprises
of formal enterprises
North 34%
Micro
th 34%
completed
completed
o 57% 57%
online Small 35% C entral 46%
online
Central 46%
Small 35%
Small 35%
al 46%
th 20%
South 20%
Medium 8% South 20%
Medium 8%
Medium 8%
Size of female-owned enterprises:
Size of female-owned enterprises:
Size of female-owned enterprises:
SECTOR
SECTOR
are microenterprises,
57% are microenterprises,
57% are microenterprises,
42% are SMEs, 30.5% 61.8% 7.7%
are SMEs,
42%
30.5%
30.5%
61.8%
7.7%
are large enterprises
1% are large enterprises
1% are large enterprises
Agriculture, forestry
Agriculture, forestry
Manufacturing
Manufacturing Trade Agriculture, forestry
Trade
Manufacturing
and construction
and services
and sheries
and construction and services and sheries
and construction
Average annual revenue Average annual revenue SIZE OF WOMEN-LED TYPE
Average annual revenue
61
SIZE OF WOMEN-LED
TYPE
TYPE
ENTERPRISES
for small enterprises:for small enterprises:
for small enterprises: ENTERPRISES Private sector 96% 61
Private sector
Private sector
96%
for female-owned
$
$548,000 for female-owned Micro State-owned 1% enterprises in the nterprises in the
548,000 for female-owned
Micro 61%61%
e enterprises in the
State-owned
State-owned
1%
survey were women-led
survey were women-led
$543,000 for male-owned Small survey were women-led
543,000 for male-owned
for male-owned
$
Small 34%34%
Foreign-investedoreign-invested
Foreign-invested 3%
F
3%
IMPACT OF COVID-19 ON MICRO, SMALL AND MEDIUM-SIZED
IMPACT OF COVID-19 ON MICRO, SMALL AND MEDIUM-SIZED
IMPACT OF COVID-19 ON MICRO, SMALL AND MEDIUM-SIZED
IMPACT OF COVID-19 ON MICRO, SMALL AND MEDIUM-SIZED
ENTERPRISES (MSMES) AND WOMEN-LED MSMES
ENTERPRISES (MSMES) AND WOMEN-LED MSMES
ENTERPRISES (MSMES) AND WOMEN-LED MSMES
ENTERPRISES (MSMES) AND WOMEN-LED MSMES
Impact of Covid-19 on MSMEs
Impact of Covid-19 on MSMEs
Impact of Covid-19 on MSMEs
Reduction in overseas market demand
Reduction in overseas market demand
Reduction in overseas market demand
Shortage and higher cost of inputs from overseas suppliers
Shortage and higher cost of inputs from overseas suppliers
Shortage and higher cost of inputs from overseas suppliers
Shortage and higher cost of inputs from overseas suppliers
Shortage and higher cost of inputs from domestic suppliers
Shortage and higher cost of inputs from domestic suppliers
Shortage and higher cost of inputs from domestic suppliers
Shortage and higher cost of inputs from domestic suppliers
Reduction in domestic market demand
Reduction in domestic market demand
Reduction in domestic market demand
Customers / clients trying to re-negotiate prices downwards
Customers / clients trying to re-negotiate prices downwards
Customers / clients trying to re-negotiate prices downwards
Customers / clients trying to re-negotiate prices downwards
Customers / clients trying to re-negotiate prices downwards
Customers / clients trying to re-negotiate prices downwards
Customers / clients trying to re-negotiate prices downwards
Worker “lay offs”
Worker “lay offs”
Worker “lay offs”
Shortage of workers / employees
Shortage of workers / employees
Shortage of workers / employees
Cancellations of existing contracts / bookings
Cancellations of existing contracts / bookings
Cancellations of existing contracts / bookings
Shortage of working capital / dif culty covering operational costs
Shortage of working capital / dif culty covering operational costs
Shortage of working capital / dif culty covering operational costs
Shortage of working capital / dif culty covering operational costs
Fall in revenues / sales
Fall in revenues / sales
Fall in revenues / sales
Delayed payments from clients / customers for products or services completed
Delayed payments from clients / customers for products or services completed
Delayed payments from clients / customers for products or services completed
Delayed payments from clients / customers for products or services completed
Disruptions due to travel restrictions and other “lockdown” protocols
Disruptions due to travel restrictions and other “lockdown” protocols
Disruptions due to travel restrictions and other “lockdown” protocols
Disruptions due to travel restrictions and other “lockdown” protocols
Disruptions due to normal production and business activities
Disruptions due to normal production and business activities
Disruptions due to normal production and business activities
Disruptions due to normal production and business activities
During the rst quarter of 2020
During the rst quarter of 2020
Fall in pro t margins (All MSMEs, Women-led MSMEs)
Fall in pro t margins (All MSMEs, Women-led MSMEs)
Fall in pro t margins (All MSMEs, Women-led MSMEs) During the rst quarter of 2020
Fall in pro t margins (All MSMEs, Women-led MSMEs)
96% of MSMEs reported revenues declining
96% of MSMEs reported revenues declining
of MSMEs reported revenues declining
4% reported revenues remaining constant or increasingreported revenues remaining constant or increasing
4% reported revenues remaining constant or increasingreported revenues remaining constant or increasing
4% reported revenues remaining constant or increasing
reported revenues remaining constant or increasing
reported revenues remaining constant or increasing
NEAR-TERM POLICY RECOMMENDATIONS
NEAR-TERM POLICY RECOMMENDATIONS
NEAR-TERM POLICY RECOMMENDATIONS PREPARING FOR THE “NEW NORMAL”
PREPARING FOR THE “NEW NORMAL”
PREPARING FOR THE “NEW NORMAL”
POST-PANDEMIC BUSINESS ECOSYSTEM
POST-PANDEMIC BUSINESS ECOSYSTEM
Improved dissemination of support policy information POST-PANDEMIC BUSINESS ECOSYSTEM
Improved dissemination of support policy information
Improved dissemination of support policy information
Improved dissemination of support policy information
Additional support measures
Additional support measures
Additional support measures
Further advance levels of innovation among MSMEs
Further advance levels of innovation among MSMEs
ng MSMEs
MSMEs
Improved mechanisms for applications Further advance levels of innovation among MSMEs
Improved mechanisms for applications
Improved mechanisms for applications
in Vietnam
in Vietnam
in Vietnam
Build a strong domestic market for products and services
Build a strong domestic market for products and services
Build a strong domestic market for products and services
and services
cts and services
ive strengths
strengths
Systematic self-diagnosis of MSMEs’ relative strengths
Systematic self-diagnosis of MSMEs’ relative strengths
Systematic self-diagnosis of MSMEs’ relative strengths
and weaknesses
and weaknesses
LONG-TERM BUSINESS ENABLING ENVIRONMENT REFORM
LONG-TERM BUSINESS ENABLING ENVIRONMENT REFORM
LONG-TERM BUSINESS ENABLING ENVIRONMENT REFORM and weaknesses
LONG-TERM BUSINESS ENABLING ENVIRONMENT REFORM
Technical assistance and capacity support to help
Technical assistance and capacity support to help
Technical assistance and capacity support to help
Technical assistance and capacity support to help
Reduce regulatory and administrative measures MSMEs develop strategic plans to “pivot” their
Reduce regulatory and administrative measures
Reduce regulatory and administrative measures
Reduce regulatory and administrative measures
Reduce regulatory and administrative measures
Reduce regulatory and administrative measures
Reduce regulatory and administrative measures
MSMEs develop strategic plans to “pivot” their
MSMEs develop strategic plans to “pivot” their
MSMEs develop strategic plans to “pivot” their
MSMEs develop strategic plans to “pivot” their
MSMEs develop strategic plans to “pivot” their
MSMEs develop strategic plans to “pivot” their
Embrace various risk and control systems pre-pandemic business
Embrace various risk and control systems
Embrace various risk and control systems
pre-pandemic business
pre-pandemic business
Further advance ICT infrastructure
Further advance ICT infrastructure
Further advance ICT infrastructure Advance the digital economy
Advance the digital economy
Advance the digital economy
Increase support for insolvency
Increase support for insolvency
Increase support for insolvency
Address long-term barriers faced by women-led MSMEs
Address long-term barriers faced by women-led MSMEs
Address long-term barriers faced by women-led MSMEs
Address long-term barriers faced by women-led MSMEs
Source: United Nations ESCAP, September 2020
United Nations ESCAP, September 2020
MARCH 2021 | VIETNAM ECONOMIC TIMES | 13
