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Many small firms lack the finance and marketing skills needed for firm growth. The standard approach in many business support programs is to attempt to train the entrepreneur to develop these skills, through classroom-based training or personalized consulting. However, rather than requiring the entrepreneur to be a jack-of-all-trades, an alternative is to move beyond the boundary of the entrepreneur and link firms to these skills in a marketplace through insourcing workers with functional expertise or outsourcing tasks to professional specialists. A randomized experiment in Nigeria tests the relative effectiveness of these four different approaches to improving business practices. Insourcing and outsourcing both dominate business training; and do at least as well as business consulting at one-half of the cost. Moving beyond the entrepreneurial boundary enables firms to use higher quality digital marketing practices, innovate more, and achieve greater sales and profits growth over a two-year horizon.

Business Development Services --- Business Practice --- Business Services Market --- Business Support --- Enterprise Development and Reform --- Entrepreneurship --- Firm Growth --- Insourcing --- Outsourcing --- Private Sector Development --- Private Sector Economics

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Dit vermakelijke familieavontuur van Disney lanceert je naar een hele nieuwe wereld vol fantasie en verrassingen. Ga mee met Lewis, een briljant wonderkind, op een reis door de tijd om de toekomst te redden en de familie te vinden die hij nooit gekend heeft. Met de hulp van de fantastisch maffe familie Robinson leert Lewis om altijd vooruit te blijven kijken en in zichzelf te blijven geloven. Meet The Robinsons bevat bovendien nooit-eerder-vertoond bonusmateriaal waaronder verwijderde scènes en een nieuw spel.

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Business survey outcomes for micro and small firms are notoriously noisy, with multiple sources of measurement and recall error. This paper introduces a new survey methodology that combines automatic consistency checks of electronic data collection with triangulation and dynamic adjustment to arrive at more precise estimates of business performance. The methodology uses insights from behavioral science to lower the cognitive cost of initial recall and establishes salient and relevant anchors to allow for dynamic triangulation and adjustment toward a final estimate. The validity of this method is field tested against traditional performance measures as well as administrative data across three emerging markets: Ghana, Rwanda, and Uganda. The results show significant upward adjustment from traditional measures for both sales and profits, a lower coefficient of variation in the cross-section, and higher autocorrelation in panel data. Comparisons with administrative data further confirm a higher correlation and closer magnitude relative to traditional measures. This research reconciles recommendations for increased attention to survey design with a method to leverage electronic survey technology beyond consistency checks.

Employment and Unemployment --- Energy and Environment --- Energy Demand --- Evaluation --- Hydrology --- Information and Communication Technologies --- Measurement --- Microenterprises --- Small and Medium-Sized Enterprises --- SMEs --- Social Protections and Labor --- Survey Methods --- Underreporting --- Water Resources