impact of the cefe management training program of cefe management... · impact of the cefe...

Focus: Impact of CEFE courses conductedduring the period November 2000 - June 2003

Hanoi 2005

IMPACT OF THE CEFEMANAGEMENT TRAINING PROGRAM

Acknowledgements from the project 5

Executive summary 7

Chapter 1 - Introduction 11

1. The CEFE Training Program in Vietnam 11

2. Objectives of the Impact Survey 12

3. Scope of the Assignment 12

4. Survey Focus 12

Chapter 2 - Methodology and data collection 15

Chapter 3 - Profile of the surveyed CEFE trainees 17

Chapter 4 - Business changes and impact 21

1. New Business Creation 21

2. Impacts on existing businesse 24

Chapter 5 - Evaluation of quality of CEFE training courses 31

1. Evaluation of the CEFE training courses 31

2. Evaluation of the CEFE Club’s activities 34

Chapter 6 - Conclusions and recommendations 37

1. Conclusions 37

2. Shortcomings and Recommendations 38

Annex 1. Two success stories 43

Story 1: Minh Viet Private Enterprise 43

Story 2: The Song Cong Agricultural Products and Services Cooperative 46

Annex 2. Questionnaire 51

Annex 3. Interview guidelines 55

TABLE OF CONTENTS

3Impact of CEFE Training Program

CEFE Competency-based Economies through the Formation of EnterprisesGTZ German Technical CooperationVCA Vietnam Cooperative AllianceThe Project GTZ - VCA SME Promotion ProjectBPSC Business Promotion and Service CentreCOOPSME’s Cooperative Council(s) at provincial level(s)TOT Training of Trainer(s) VCCI Vietnam Chamber of Commerce and IndustrySME or SMEs Small and Medium Enterprise(s)

ACRONYMS

LIST OF TABLES, FIGURES, AND DIAGRAMS

TableTable 1. Sector of new businesses 22Table 2. Performance of the CEFE trainees’ business - linked to the CEFE course 28Table 3. Business activities of the trainees - by CEFE course 28Table 4. “Excellent” of the CEFE training course (by course) 33Table 5. “Excellent” + “Good” of the CEFE training course - by course 33

FigureFigure 1. Trainees by Region and Gender 17Figure 2. Trainees by Age 17Figure 3. Trainees by educational lever 18Figure 4. CEFE Trainees by Course 18Figure 5. New Business Creation by CEFE course 21Figure 6. Legal entity of new businesses 22Figure 7. Average number of jobs created by new businesses - linked to legal entity 22Figure 8. Performance of New Businesses 23Figure 9. Performance of new businesses relative to the frequency of

participation in CEFE Courses 23Figure 10. Influence of the training on performance of new businesses 23Figure 11. Business sectors 24Figure 12. Legal entity 25Figure 13. Employment changes within existing businesses 25Figure 14. Implementation of key business activities before and after training 26Figure 15. Perceived changes in selected aspects of management skills and behaviours 27Figure 16. Changes in overall business performance 28Figure 17. Degree of influence of CEFE training on business performance 29Figure 18. Influence of training relative to training frequency 29Figure 19. Trainees' evaluation of the CEFE training courses 31Figure 20. CEFE club members relative to legal entity of their business 34Figure 21. CEFE club members evaluation of club activities 35

DiagramDiagram 1. Schedule for the survey 15

4 Impact of CEFE Training Program

This study of the impact of the CEFE training program was conceived by the VCA-GTZ SME Promotion Project. We

would like to express our sincere thanks to the executives and staff of Business Promotion and Service Centre (BPSC),

and the COOPSME offices in Ha Tay, Thai Nguyen, Thai Binh, Hung Yen, Nam Dinh, Quang Nam, Dak Lak, Khanh

Hoa, Binh Thuan, Tien Giang and Bac Lieu provinces for provision of technical support to the survey team in conducting

this study.

Our special thanks go to all the CEFE trainers based in the above mentioned provincial COOPSME offices for their

support in the collection of data and for sharing useful comments about the CEFE training program.

Thanks to all the staff of BizConsult Company, who worked on the survey and this report. Special credit is due to Messrs.

Tran Tuan Dung and Dang Viet Thang for their efforts in preparation, implementation of the survey, analysis of data and

drafting of the report.

Lastly, thanks are extended to all the GEFE graduates, now entrepreneurs, for agreeing to be interviewed and for

contributing their time to answer all our questions, all of which contributed greatly to the result of this survey.

Corinna KueselChief Technical Advisor


ACKNOWLEDGEMENTS FROM THE PROJECT


Introduction

CEFE, which stands for "Competency-based Economies through the Formation of Enterprises", is a comprehensive setof training instruments based on an action-oriented approach and subsequent gaining of experience to develop andenhance the business management and personal entrepreneurial competence of a wide range of target groups. It hasbeen developed by the German Technical Cooperation (GTZ) with funding from the German Ministry for EconomicCooperation and Development (BMZ). It has been introduced into Vietnam by the GTZ "Project for the Promotion of Smalland Medium Enterprises", in cooperation with the Vietnam Cooperative Alliance (VCA).

In line with current policy in Vietnam, i.e. the CEFE management training in Vietnam has the overall goal of employmentcreation and enhancement of the competitiveness of enterprises, targeting potential and existing entrepreneurs. From1995 until now, it has reached about 10,000 participants in over 30 provinces.

This impact survey was conducted at the request of the SME Promotion Project as the second comprehensive impactsurvey; the first was conducted in 2000. The survey focused on entrepreneurs who graduated from CEFE training coursesduring the period of October 2000 to June 2003, and their businesses, to assess the impact of the program on strengtheningentrepreneurial performance and on employment generation.

BizConsultVN, a management and investment consulting firm, was selected to conduct the impact assessment study ofthe CEFE management training program.

Methodology

The survey used both qualitative and quantitative methodologies to measure the impact of the program. As the first step,questionnaires were sent out to 1,178 CEFE graduates in 11 provinces (Thai Nguyen, Thai Binh, Nam Dinh, Hung Yen,Ha Tay, Quang Nam, Dak Lak, Ninh Thuan, Tien Giang and Bac Lieu). Completed questionnaires were received from645 entrepreneurs. As the second step, face-to-face interviews were organized with 74 entrepreneurs to obtain furtherqualitative information for the survey. Interviews were conducted in 4 provinces including Thai Nguyen and Thai Binh inthe North, Quang Nam in the Centre and Tien Giang in the South, and considered as representative of the whole group.

Main findings

New business creation rate was relatively low. Of the 144 persons who did not own a business before the training, 21subsequently set up a company (14.5%). All of these companies are still operational, with a positive businessperformance. Among the sample of existing business owners, a further 26 new businesses were created as the secondbusiness venture of the trainees.

An encouraging new job creation rate was identified. The results showed that new jobs were created within both existingbusinesses and new businesses after the CEFE training. The total of new jobs created was 4,464. On average, aboutseven new jobs were created by each CEFE trainee.

EXECUTIVESUMMARY

However, if seen in relation to the employment figures before the training, the increase in employment is relatively modest.The employment increase totals 20% (or 25 % if 3 very large cooperatives are omitted from the sample) over an averageperiod of 2 years between the course and the participation in this survey.

Although it was not a focus of this survey, the interviews revealed, surprisingly, that the business owners had a high levelof awareness concerning the provision of professional jobs for employees. They referred to better working conditions,buying insurance and giving bonuses for ideas that led to increases in productivity.

Positive improvement of existing businesses and positive business growth predictions by CEFE graduates. The resultsof the survey demonstrate the improvement of existing businesses with the application of business managementknowledge and skills obtained from the CEFE training. More than 80% of businesses had established sustainable growthof sales volume, revenue and profit. Most of the CEFE trainees had increased the annual turnover and profit of theirbusinesses from 20%-35%, and they believed that this growth rate would be sustainable for the foreseeable future.

CEFE graduates perceived positive changes in business capacity and competence. The trainees cited their being moreself-confident as the most significant improvement. Skills and competencies in managing business and in accessingbusiness information followed, with 81% and 76% of participants perceiving themselves as "improved".

The quality of the course was positively assessed; this was further confirmed by a relatively high rate of repeatedenrolments. Overall, there was a high appreciation and very positive evaluation of the trainers concerning the quality ofthe training delivered. The trainees noted that the courses were impressive and useful to them. They brought to light"hidden" entrepreneurial strengths and abilities that they had not known they possessed. But the results also show thatthe applicability of the training was less appreciated, and interviews revealed that the quality of handouts and thequalification of junior trainers were considered as not of a high standard.

There were 111 participants who had registered to attend two or more CEFE courses. This accounts for about 17% oftotal trainees surveyed. Most of them stated that they attended another course since they were highly satisfied with theCEFE training service. However, they also said the contents of the advanced business management courses were not asimpressive and, in fact, somewhat similar to the basic course. Handouts provided during the CEFE training were notedas not being very good.

The proportion of female trainees is 30%, which corresponds with the targets set in the SME Promotion Project'sobjectives. However, this ratio varies from province to province and course to course.

Potentially, the CEFE clubs have a useful role in the setting up of business networks, but they attracted relatively limitedinterest by CEFE graduates. This was considered to result from fairly poor coordination and cooperation activities initiatedby the club management board.

Recommendations

Based on the survey's results, the following is recommended:

1. Improve the quality of the CEFE training courses for a better impact of the program

1.1 Upgrading the content of CEFE courses delivered on specialized topicsImproving the quality of the training courses could lead to a better impact of the CEFE training program. It was noted thatthe specialized CEFE courses were not delivered in adequate depth. One reason could be that the development of thesespecialized courses was based on the single set of manuals for business start-ups. A focus on the continued improvementof the content of specialized CEFE courses is therefore recommended.

The findings show that the rate of employment creation from existing enterprises is significant, which is in line with theincreased demand for CEFE business management courses on specialized topics demonstrated by the survey. Based


on this, it is recommended that the strategy for the development of new CEFE manuals and the upgrading of existingones should focus more on the training needs of existing entrepreneurs.

Improvement of the handouts provided for the training is recommended. Results from in-depth interviews with traineesshowed that participants expect well-arranged handouts bound in booklets such that they can practice and review lessonsat work. It could help them a lot in practice and thus improve the impact of the training course.

1.2 Upgrading the qualification level of trainers The survey indicated that the level of qualification of trainers varied from province to province, and even within theprovince. Only a few of the more recently trained trainers had a chance to act as co-trainers, and thus to practice underthe supervision of the chief trainers.

2. Follow-up activities should be further developed and improved in order to broaden the impact of the trainingcourses

2.1 Post-training advice on business start-up issues should be developed to provide further support to new businesscreation by CEFE trainees This can be organized through the CEFE club network, enhancing the exchanging of experience by existing businessowners and potentially by other business groups.

2.2 Further support should also focus on the development and provision of advice to the operational strategy of CEFE clubs. Provision of training in business association skills for managers of CEFE clubs is also suggested. Provision ofopportunities for provincial CEFE clubs to network and exchange experiences is recommended. Active CEFE Clubs, suchas the Club in Thai Nguyen province, could be mobilized to lead these initiatives.

It is recommended that a business plan for COOPSMEs should be developed with the advice of the Project and BPSCto ensure the sustainability of the program after the Project ends in 2005.


CHAPTER 1CHAPTER 1

1 The CEFE training programe in Vietnam

CEFE, which stands for "Competency-based Economies through the Formation of Enterprises", is a comprehensive setof training instruments using an action-oriented approach and subsequent gaining of experience to develop and enhancethe business management and personal competence of a wide range of target groups.

The CEFE training program was introduced into Vietnam in 1995 by the GTZ "Project for the Promotion of Small andMedium Enterprises" in cooperation with its partner, the Vietnam Cooperative Alliance. Within the context of the Project,CEFE has been introduced as an approach to facilitate the formation of enterprises and enhance the competitiveness ofbusinesses, with a view to creating sustainable growth and employment.

In the first years, the Project trained trainers from selected provincial COOPSMEs as members of VCA. In their turn,these trainers have trained small and medium entrepreneurs or potential business starters through provision of differentCEFE training courses at provincial level. In 1997, the Business Promotion and Service Centre, was established withthe support of the Project as a subordinate unit of VCA, and with a view to becoming the CEFE Resource Centre inVietnam. The BPSC will offer CEFE training services in the longer term, making the initiative sustainable even after theProject ends. The BPSC, under VCA, has become the implementation partner of the Project in delivery of the CEFEtraining program.

In 2000, the Project initiated a provincial approach to CEFE training programs, focusing its support on selected provincialCOOPSME offices. Eleven provinces, including Cao Bang, Thai Nguyen, Hung Yen, Thai Binh, Ha Tay, Quang Nam, DacLak, Binh Thuan, Khanh Hoa and Tien Giang were selected after a tender process. The cooperation activities under thisprovincial approach included capacity building by training and upgrading of trainers, marketing of the CEFE courses atprovincial level, supporting the organization of the CEFE introduction workshop, and the provision of incentives for thedelivery of CEFE services. The COOPSME offices actively organized and mobilized participants for CEFE training courses.BPSC undertook the coordination of this provincial program. Before the training, provincial COOPSME offices sent requestsfor the organization of CEFE courses to BPSC; BPSC then submitted the requests to the Project for approval and monitoring.

BPSC has widely marketed the CEFE training courses among entrepreneurs, and has also marketed ToT courses forCEFE trainers and advisors among other donors and organizations. These courses, delivered with funding from otherdonors, were often specifically targeted to rural entrepreneurs, farmers and fishermen; some specifically targeted femaleentrepreneurs. To facilitate outreach to the poorer and remoter rural groups, GTZ supported BPSC in transferring andcustomizing training packages specifically to target these groups.

Between 1995 and the present, the CEFE program has conducted approximately 400 training courses for about 10,000participants, focusing on different aspects of business-start-up, marketing, finance, production and organizationalmanagement.


INTRODUCTION


During 2000 to 2003, more than 175 courses were conducted for small and medium enterprises, reaching over 4,400participants (including the commercial CEFE courses conducted by BPSC with funding from other organizations).

The Project conducted a first Impact Survey in 2000. It was decided to undertake this second Impact Survey of the trainingprogram to cover the period 2000-2003.

2 Objectives of the impact survey

In the context of the Project, CEFE has been introduced as an approach to facilitate the formation of enterprises andenhance the competitiveness of businesses, with a view to creating employment. The means to achieving this goal arerealized through the support and training of trainers for BPSC and provincial COOPSME offices, who then train existingand future potential small and medium business owners.

The particular objectives of the Impact Survey are:To assess the impact of the CEFE training courses on SMEs and enterprise owners (and indirectly on employees);To verify if the actual impact of the program is in line with the project's purpose - creating business and employmentand enhancing the competitiveness of enterprises;To contribute to the Impact Documentation for reporting to the Project owners;Based on the results, to assist the project and BPSC to make necessary adjustments to the CEFE program;To serve as an information tool for marketing of the CEFE program and for sharing experiences with otherprojects/donors active in the field.

Specifically, the survey aimed to collect information required to answer the following questions:Did the CEFE training program (focused on potential SMEs) lead to the creation of new enterprises?Have the SMEs applied knowledge gained from the CEFE training program in their business operations, and hasthis led to changes in the management of the businesses? Have these changes helped the SMEs to become moreeffective and competitive?Did these changes lead to the creation of employment and thus to an increase in the number of employees?

3 Scope of the assignment

The Impact Survey was conducted with the participants of CEFE training courses in 11 provinces including Thai Nguyen,Thai Binh, Nam Dinh, Ha Tay, Hung Yen, Quang Nam, Dak Lak, Khanh Hoa, Binh Thuan, Tien Giang and Bac Lieu.

These 11 provinces were selected as fulfilling the following criteria:CEFE training activities have been occurring continuously in the province. At least 3 CEFE business courses for SMEs were carried out in the province (excluding presentation skills coursesand courses for farmers, but including courses offered by BPSC on a commercial basis for other organizations). Only courses carried out between 2000 and the present are taken into account. In the event that all 3 courses were carried out in the year 2003, this province would be excluded.

4 Survey focus

The survey focuses on the SMEs' point of view, particularly in the following areas:Overall economic impacts (e.g. changes in income, profit, sales, cash-flow)Newly created businessesJobs createdBehavioural impacts and their feed-back to economic impacts (perceived changes in management skills,competitiveness, self-confidence)

Assessment of the CEFE management training courses (levels of satisfaction with CEFE services and products,methodology, applicability of skills learnt, content, training fees, suggestions for changes and adjustments)The survey also assesses the presence of women entrepreneurs in training activities and verifies whether thepercentage of female participants meets the project target (at least 30%).

The survey allows preliminary conclusions to be drawn concerning the contribution and role of CEFE training in thedevelopment of the local SMEs.

Based on the results, recommendations are made for possible adjustments to the training program modules and theProject's interventions.


CHAPTER 2CHAPTER 2

The survey applied both quantitative and qualitative research methods and was administered in a step-by-step approach.Each step was reviewed by the Project, BPSC and BizConsultVN before execution. The following main steps wereimplemented:

Step 1: Compilation and collation of updated mail addresses of participants. BPSC, supported by COOPSMEs, providedthe updated addresses of training course participants during the period 2000-2003. Following set criteria, 11 provinceswere selected to be included in the survey from among nearly 20 provinces. The selected provinces were: in the North -Thai Nguyen, Thai Binh, Nam Dinh, Ha Tay and Hung Yen; in the Centre - Quang Nam, Dak Lak, Khanh Hoa and BinhThuan; in the South - Tien Giang and Bac Lieu. The survey targeted 1,178 participants of CEFE training coursesconducted during the period 2000-2003.

Step 2: Developing the questionnaire and carrying out a field trial. A field trial of the questionnaire developed by thesurvey team was implemented among more than 20 CEFE trainees in Thai Nguyen province to check whether all thequestions were understandable and appropriate. Taking into account the problems identified during the field trial,appropriate adjustments were made and the final questionnaire was completed in the last week of October 2003 (seeAnnex 2).

Step 3: Standardized questionnaires were sent to the COOPSME offices or respective organizers at the provincial levelfor forwarding to the 1178 participants. By early December 2003, the total number of questionnaires returned was 653.The first scanning of the questionnaire showed that about 30% of the returned questionnaires needed to be checkedbecause the trainees had forgotten to fill in some of the questions. Most of the checking work was conducted throughtelephone conversations with the trainees. Some checking work could not be completed, as the trainees could not becontacted. The final total of completed questionnaires was 645, and these were used for the analysis. Based on the datacollected with the questionnaires, an initial quantitative data analysis was conducted.

Step 4: Interview guidelines were designed taking into account the preliminary quantitative findings of the initial analysis.85 trainees were selected for face-to-face interviews in 4 provinces: Thai Nguyen, Thai Binh, Quang Nam and Tien Giang.Interviews were conducted in these four provinces in mid-February 2004, after the Lunar New Year. The objectives of thein-depth interviews were:

To clarify specific details concerning data collected and information obtained during Step 3;To collect further information about CEFE graduates' businesses;To elucidate the different impacts of the various CEFE courses.


METHODOLOGY & DATA COLLECTION

CHAPTER 3CHAPTER 3

645 CEFE trainees fully filled out the questionnaires, representing 55% of the total number of 1,178 CEFE traineessurveyed in 11 selected provinces. This was considered statistically representative for the target group as a whole. Morethan half of this sample was based in the North; 501 (78%) were business owners at the time of the training.

1 Geographical Representation of Trainees

62% of CEFE trainees surveyed came from the North, 38% came from the South and Central Vietnam.

2 Gender Representation of Trainees

31% of the total group surveyed were female (197). This verifies that the objective set by the Project (at least 30%of participants are female) has been reached. However, the rate varies in different geographical areas as shownin Figure 1.

3 Age Representation of Trainees

Trainees were grouped into age groups of "18-24"; "25-30", "31-40", "41-50" and "above 50". Figure 2 shows the trainees'age distribution.


PROFILE OF THESURVEYED CEFE TRAINEES

4 Education Level Figure 3 shows the educational level of the CEFE trainees. The two groups of trainees with secondary (8 years) and post-secondary (9-12 years) level education were the majority groups in the CEFE training program, followed by the traineeswith university or college level education (Bachelor degrees). This means that a fairly high proportion of trainees have anadvanced educational background. Most trainees with only primary level education (6 years or less) came from the districtlevel within the provinces.

5 Course topics

The survey aimed to identify the impact of specific CEFE courses delivered on the following topics:Business Start-upBusiness Planning Business Improvement Marketing Management Financial Management Effective Selling Skills Production Management

Figure 4 shows which CEFE courses were taken mostly.


6 Repeat enrolments

The results indicate that quite a high number of CEFE trainees participated in more than one CEFE training course ondifferent topics.

About 17% of total trainees surveyed (111) had participated in two or more CEFE courses. Most trainees reported thatthey had found the CEFE training really useful (due to "special training methods") and since the training was diversifiedin different areas in which they were interested, they decided to participate in more than one course. Results frominterviews revealed that they wished to participate in further advanced CEFE management training courses every year.


CHAPTER 4CHAPTER 4

This Chapter focuses on three main impact areas of the CEFE training program: new business creation, economicimpacts on existing businesses owned by the trainees or in which they are employed, and changes in employmentcreation.

1 New business creation

1.1 Number of new businesses created

The training has led to a number of new businesses being created. At the time of the CEFE training, only 22% of traineessurveyed did not own a business (144). Most people in this group were employees in companies, but some were officersin state organizations. The results show that 21 of these trainees started their own businesses after they had undergonethe CEFE training (17% of the total), and they are still running their businesses.

In addition, 26 new businesses were created by trainees who had owned businesses already before they participated inthe CEFE training (501 or 78% of the total surveyed). These trainees are now running two or more enterprises at thesame time. All 501 businesses that existed at the time of training continue to exist.

Figure 5 shows which courses generated most business creation. The Production Management course had the highestpercentage of participants who subsequently started up a business. This can be explained by the fact that this coursewas probably the only CEFE course running in Thai Nguyen province at that time. Therefore, participants probablyincluded persons primarily interested in business start-up.

Business Start-up, Business Planning, and Business Improvement had the high percentages of trainees whosubsequently created their own businesses. This was to be expected, as most of the participants in the Business Start-up and Business Planning courses were non-business owners who wanted to set up their own businesses.


BUSINESS CHANGES & IMPACT

The percentage of male trainees starting new businesses after the CEFE training was slightly higher (36 or 8%) than thepercentage of female trainees (11 or 6%).

1.2 Legal Entity and Business Sector of New Businesses

Figure 6 shows the new businesses created classified by legal entity.

Table 1 shows the sectors of the new businesses created by the trainees. Many new businesses registered to operate intwo or more sectors: a practice that is very popular within business sector registrations in Vietnam. Being engaged in manysectors allows the enterprise to switch easily from one to another and/or do business in different sectors at the same time.

Table 1. Sectors of New Businesses

Sector Number of Percentage of totalnew businesses new businesses

Agriculture, forestry and fishing 9 19%Industry (production, manufacturing, assembly, etc.) 22 47%Trading 18 38%Services 18 38%

1.3 Job Creation by New BusinessesThere is a relatively high rate of job creation by new businesses. In total, the 47 new companies created 936 jobs, whichnow employ 353 women and 583 men. On average, each new business created about 20 new jobs, 8 of which weredistributed to female employees.

Figure 7 shows job creation classified by the legal entity of the new businesses. Joint-stock companies recruit the highestnumber of employees, averaging 42.


1.4 Assessment of the Performance of New Businesses Figure 8 shows the trainees' evaluation of the performance of their new businesses. Business performance was evaluatedpositively by 74% of trainees, who rated their business as "excellent" or "good". No business performance was evaluatedas "poor".

Figure 9 shows the performance of the new businesses linked to the frequency of owners' participation in the CEFEtraining courses. The sample is split into two groups: trainees who participated in only one CEFE training course, andtrainees who participated in more than one CEFE training course. The percentage of the latter group who reportedexcellent business performance was significantly higher than the percentage of trainees who participated in only onecourse (24% vs. 3%).

Figure 10 shows the influence of CEFE training on the performance of the new businesses as perceived by the trainees. Itwas generally evaluated positively. 94% of the CEFE trainees who were owners of newly created businesses reported thatthe CEFE training positively influenced the level of performance of their new businesses.


2 Impacts on existing businesses

Aspects of business changes and impacts on existing businesses were evaluated, taking into account the goals andlearning objectives of the training program.

In addition to the total number of new jobs created in the group of existing businesses, business impacts are reflected bychanges in the implementation of key business management activities in small and medium enterprises, and throughassessment of how often the trainees conduct these activities after attending CEFE courses. (Key activities includemaking business plans, estimating sales volume, price calculation, estimating sales revenue, undertaking marketingactivities and conducting market surveys.) Impacts are also reflected through self-evaluation by CEFE trainees in selected entrepreneurial competencies andbehaviours (self-confidence, management skills, competency in accessing business information, ability to access creditand the competitiveness of their enterprises). Interviews and quantitative results show that most CEFE trainees reporteda significant improvement in their self-confidence. A majority of trainees reported that the competitiveness of theirenterprises had been improved. This chapter provides background information and details on the self-evaluatedchanges.

2.1 Business profile

Business sectorExisting enterprises were grouped into four main sectors: services, trading, industry and agriculture (including forestryand fishing). The trading and services sectors were the most frequent. More than one third of the businesses were ngagedin two or more sectors. The number of businesses engaged in each sector is indicated in Figure 11.

Legal entityFigure 12 shows the division between legal entities of businesses that the CEFE trainees owned or were employed by atthe time of their CEFE training. Cooperatives accounted for 39% of the total trainees. The next most frequent group wasprivate-owned enterprises, with 26% of trainees. Limited liability companies accounted for only 8% of trainees. Joint stockcompanies are generally larger and more formalized, but are generally under-represented at the provincial level.


2.2 Job creation The number of jobs created is calculated as:

A total of 3,528 jobs were created in existing businesses after CEFE training: 1,686 jobs were created for male employeesand 1,842 for female employees. However, the overall rate of employment increase is relatively moderate, averaging 20%over 2 years. (The time elapsed between participation in the CEFE Course and the time of filling in the questionnairevaried from 4 to 31 months.)

Businesses of CEFE trainees had from 1 to 1,728 employees. 33 businesses had more than 200 employees. Businesseswith high numbers of employees were usually cooperatives, such as the cooperative owned by Mrs Do Hai Van in ThaiNguyen province, with 1,214 workers.

It should be noted that there are three cooperatives with a large number of employees, accounting for more than 20% ofthe total employees from all the CEFE trainees' existing businesses (3,637/17,012). The contribution of these cooperativesto job creation was only 4% (148/3,528).). This leads to a certain distortion of the figures for employment creation. Theincrease in employment of existing companies would be 25%, if these three large cooperatives were omitted.

Interviews revealed that the business owners were highly aware of the need to provide employees with professional jobs.They referred to better working conditions, buying insurance, and providing bonuses for ideas that help to increasingproductivity. Some of the cooperatives even supported the establishment of a workers' union, such as the cooperative inTien Giang province. Mr. Dong, the owner of a company in Thai Nguyen, bought social insurance for skilled workers,claiming that if he did so the workers would stay with the company and he would not face the problem of a high turnoverof workers.

2.3 Changes in the implementation of key business management activities

The survey focused on the enhancement of management by entrepreneurs as reflected in how often key managementactivities were implemented. The essential questions were whether they performed these activities before CEFE courses,and whether they performed them on a regular basis subsequent to the courses. The following key activities wereconsidered and compared to evaluate the changes induced by the CEFE courses: market surveying, marketing,estimation of sales volume, estimation of sales value, price calculation and business planning (Figure 14).

Overall, there is a high increase in the implementation of these activities after CEFE training. The highest change is in


The number of employees working in the businesses of the

CEFE trainees in the month before filling in the questionnaire

The number of employees working in the businesses of the

CEFE trainees at the time of their training

the implementation of marketing activities, which increased from 42% to 73%. Business planning was undertaken byslightly more than half of the trainees before the training, but increased to 79% after training. The implementation ofmarketing activities and business planning also increased significantly post-training, but the increase in price calculationactivities was not significant, at just 7% higher.

In the interviews, we also asked if there was any change in the way the trainees implemented these activities. We foundthat there was a qualitative change: most trainees reported that the training taught them how to calculate prices in thecorrect way. Prior to training they calculated prices, but they did not know whether to include the costs of their salary, theirland, etc., into the production costs and thus they had never placed an appropriate price on their products. After CEFEthey knew what cost items they should include and/or exclude from price calculations.

The same was true for market surveying. Before training, the trainees simply consulted with their customers about theproducts; after training they made quite complex market survey plans including relevant issues such as competition andpricing research. Concerning business planning, interviews showed that before the training the trainees could developonly relatively poor business plans. Some focused only on a financial projection, or production issues. After the training,they could make more comprehensive and feasible business plans, covering four main aspects of business management,which were then favourably evaluated by credit officers of the local commercial banks. Some trainees subsequentlyreceived a loan or investment from financial institutions such as banks or local people's funds.

2.4 Self-evaluation of changes in selected management skills and entrepreneurial behaviour

One of the focuses of the CEFE training program is the building up of trainees' management skills and the developmentof their entrepreneurial behaviour.

Self-confidence is considered an important asset for successful entrepreneurs. During the training, the CEFE traineeswere required to analyze their own business case studies, discuss and work with each other to determine solutions fortheir business problems. Moreover, every trainee had to deliver a presentation of the issues and solutions. Many businessowners experienced problems when first giving the presentation in front of their whole class, but after the training theyhad considerably gained in confidence and were able to present themselves and their products and/or services moreeffectively. They also reported that the CEFE approach "no business ideas are wrong" helped them gain confidence insharing ideas and strongly influenced their subsequent business behaviour. The survey found that 93% of the traineesconsider themselves to have gained self-confidence after attending a CEFE course (see Figure 15).

Concerning managing skills, 81% of trainees considered that their skills had improved after CEFE training.


Enhancement of the entrepreneurs' access to business information and credit sources is also a main focus of the trainingin almost every CEFE course. 76% of trainees reported that their ability and success in accessing business information hadimproved. Interviews revealed that most of the trainees considered that they have made greater efforts to access businessinformation. Before, they simply received information informally from friends and family. Subsequent to training, they alsotried to collect information from other sources: some of them even started to search for information on the Internet.

Success in accessing credit is relatively low with just 43%. However, while a good business plan and a professionalpresentation to the loan officers will certainly increase the likelihood of obtaining a loan, it is still dependent on many otherfactors (such as collateral, the loan officers' attitude to private companies, etc.). Interviews revealed that private andpublic banks were the main credit sources for business loans, particularly for trainees from cooperatives. InterviewedCEFE trainees from cooperatives reported that a well-prepared business plan could improve access to such a loan. Incontrast, CEFE trainees from private enterprises and limited companies said their main credit sources were still informal,ostly from friends and family.

2.5 Business performance

Changes in Sales Volume, Revenue, Profit and Fixed AssetsThe survey focused on post-CEFE changes in selected aspects of the performance of businesses that the trainees ownedor were employed by before the CEFE training. Business performance was evaluated through an analysis of changes inthe following:

Sales volumeRevenueProfitFixed assets (to measure the development of the infrastructure of the businesses)

Over 80% of the businesses increased their sales volume, revenue and profit (see Figure 16). Interviews showed that theaverage annual growth rates of business sales volume, revenue and profit after training varied from 25% to 100%. In somecases the business owners had just started their business a few months before the training and thus wanted to learnmanagement skills. After the CEFE training, these business owners doubled their revenue in the two consecutive years.

Over 50% of the surveyed businesses increased their fixed assets. Most of them invested more in fixed assets with theobjective of increasing capacity for a higher sustainable growth.


Business performance improvement by course subjectTable 2 shows the impact of different CEFE training courses on the performance of businesses that the CEFE traineesowned or were employed by before the CEFE training. All in all, there are no significantly variable impact levels for thedifferent types of course.

Table 2. Performance of the trainees' businesses relative to the CEFE course undertaken

Courses Sales volume Revenue Profit Fixed Assets

Business Start-up 75% 82% 82% 52%

Business-planning 74% 79% 76% 64%

Business Improvement 81% 86% 83% 61%

Marketing Management 83% 83% 79% 49%

Financial Management 81% 84% 81% 51%

Effective Selling 87% 86% 79% 41%

Production Mgmt 80% 85% 85% 45%

Business performance improvement by legal entity of businessesTable 3 shows the impact on performance classified by the legal entity of the businesses, which the CEFE trainees ownedor were employed by before the CEFE training. Joint-stock companies demonstrated the highest level of improvement inbusiness performance: Over 90% reported that their businesses had increased sales volume and revenue and 82% saidthat profits had increased after training. However, this group also showed the lowest rate of increase of fixed assets (45%).

Table 3. Performance of the trainees' businesses relative to the businesses' legal entity

Legal entity Sales volume Revenue Profit Fixed Asset

Household businesses 75% 80% 79% 51%Private-owned enterprises 84% 86% 83% 63%Joint stock companies 93% 90% 82% 45%Cooperatives 77% 82% 79% 48%Limited liability companies 70% 82% 74% 52%


2.6 How far has CEFE training influenced these changes?

Figure 17 shows how the trainees evaluated the influence of the CEFE training program on their existing businesses.

The CEFE training program had a positive influence on business impacts and social impacts within businesses owned byor employing the trainees. Nearly 96% of trainees reported that the CEFE training program influenced changes inbusiness performance after training. 28% considered CEFE influence to be "strong"; 60% considered that CEFE traininghad some influence. Only 4% of trainees considered that CEFE training had no influence on their businesses.Figure 18 shows how the CEFE training program influenced business change relative to the frequency of trainees'participation. Trainees were classified into two groups: "one course trainees", who participated in only one CEFE courses,and trainees, who participated in more than one CEFE course. The figure shows that the businesses of the latter groupshowed a higher level of influence (38%) than the businesses of the "one course group".


CHAPTER 5CHAPTER 5

1 Evaluation of the CEFE training courses

1.1 Overall evaluation

Comments of the trainees on the CEFE training courses were gathered according to the following seven criteria: ContentMethodologyQualification of the trainersTraining conditionsHandouts and documentation used in the coursesApplicability of the skills taughtSuitability to the trainees' training needs

Overall, there was a high appreciation and very positive evaluation of the quality of the training. The trainees frequentlyreported that the courses were particularly useful in awakening their "hidden" entrepreneurial strengths and abilities thatthey had not realised they possessed. They also considered that the training equipped them with modern managementknowledge and business skills, such that they felt more confident in managing their businesses professionally andefficiently.

Content, methodology and the qualification of the trainers in the CEFE training courses were ranked as "excellent" byover 40% of trainees. These three criteria were ranked "excellent" or "good" by nearly 99%. There were no complaintsfrom the CEFE trainees on these elements (no trainee evaluated these criteria as "poor" and less than 2% as "fair").


EVALUATION OF QUALITYOF CEFE TRAINING COURSES

The level of qualification of trainers' was evaluated as the most positive point of the training. In general, the CEFEtraining team consisted of two or three persons: one chief trainer, one co-trainer and one junior trainer. The interviewsrevealed that most of the trainees had evaluated the chief trainer and the co-trainers positively, but did not include thejunior trainer. The CEFE trainees considered the junior trainer as the supporter or organizer of the courses.

The CEFE trainees gave a high rating to the methodology of the CEFE training, especially during interviews. Theyrealised that the training methodology of the CEFE courses was different to previous training courses with whichthey were familiar (which consisted of listening to lectures and taking notes). The participation in business games inthe classroom helped the trainees to remember the skills and knowledge that the trainers wanted to impart. Also,the training did not occupy much of their time in homework, which was appreciated, as most trainees needed theoff-training time to take care of their businesses. The methodology also created a very close relationship betweentrainers and trainees, both during and after the training.

The CEFE trainees were also interested in the content of the courses. Before the training, most of them thought thatthey would be required to complete some exercises or to solve some case studies abstracted from books; workingon solving their own business problems they found especially relevant.

Four evaluation criteria - training conditions, handouts, applicability of the learnt skills and their suitability to the trainingneeds of the trainees - were given lower scores. About 20% of trainees rated these as "excellent". Total evaluations of"excellent" and "good" were over 80%, however, which can still be considered a very positive evaluation of the businessmanagement training courses.

Training conditions varied from province to province and from course to course. Some COOPSMEs rented hotelconference rooms, some rented the meeting rooms of other government offices and some used their own meetingrooms for the training. The conference rooms in hotels were preferred by the trainees as the hotels normallyprovided good facilities for the training (such as pens, pencils, notepaper, air-conditioning, cleaning services, foodand beverages). However, in most cases the training venue used was the meeting room of the COOPSMEs. Thesemeeting rooms usually had no air-conditioning, but were nevertheless well accepted by the trainees. The traineesreported that these rooms were well ventilated and normally equipped with an adequate fan system. In fact, thiswas usually the most appropriate choice for COOPSMEs due to reduced cost and ease of organising andmonitoring the training.

Handouts and other materials were appreciated by trainees who participated in only one CEFE course. However,trainees who participated in more than one course reported no improvement in the materials course-by-course andyear-by-year. They suggested that handouts be more structured.

Applicability of the learnt skills received a lesser degree of satisfaction. Interviews showed that most of the CEFE traineescould apply some skills from the CEFE training to their work, but that not everything they had learned was useful.

1.2 Which courses and course elements are the most successful?

Business Start-up and Business Improvement were the most comprehensive and longest training courses, covering mostimportant aspects of business management and being most relevant to the overall training needs of the targeted group.According to CEFE trainers, these two courses are the key courses of the CEFE management training program and theyhave the most complete training documents and handouts.

Table 4 shows the percentage of CEFE trainees rating the courses in which they participated as "Excellent".


Table 4. "Excellent" rating of CEFE training courses (by course)

CEFE Courses Content Methodology Trainer's Training Handout Applicability Suitabilityqualification condition

Business Start-up 39.8% 46.2% 43.9% 23.4% 27.5% 18.1% 21.1%Business planning 56.9% 60.3% 62.1% 31.0% 31.0% 27.6% 27.6%Business Improvement 50.0% 51.9% 41.2% 22.2% 25.0% 19.4% 20.4%Marketing Management 36.5% 37.6% 34.5% 13.7% 16.8% 13.2% 15.2%Financial Management 48.6% 62.2% 51.4% 10.8% 21.6% 27.0% 27.0%Effective Selling Skills 37.0% 42.0% 45.0% 18.0% 24.0% 19.0% 25.0%Other CEFE courses 35.0% 40.0% 45.0% 5.0% 10.0% 15.0% 10.0%

Content, methodology and the qualification of the trainers were the three elements most highly rated in every CEFEcourses. Trainees reported that knowledge gained from the Business Planning and Financial Management courses hadbeen applied in the creation of new businesses, the preparation of annual plans and especially in developing applicationsfor loans from credit institutions.

In most cases, the basic courses Business Start-up and Business Improvement were more highly appreciated than othercourses. These two courses had been organized in provinces since before 2000, whilst the other courses have beendeveloped more recently by the Project, BPSC and COOPSMEs. This is one reason why the Business Planning courses,which were closely developed from the basic courses, received a high level of satisfaction, while courses like MarketingManagement received a lower level of satisfaction. Some of the trainees who participated in both a Business Start-up anda Marketing Management course reported that the content of the marketing management did not meet their expectations(not advancing much beyond what they had already learned in the Business Start-up course). Table 5 shows thecombined ratings of "Excellent" and "Good" applied to training courses.

Table 5. "Excellent" and "good" rating of CEFE training courses (by course)

CEFE Courses Content Methodology Trainer's Training Handout Applicability Suitabilityqualification condition

Business Start-up 96.5% 98.2% 97.1% 80.1% 86.0% 81.3% 78.4%Business Planning 100.0% 100.0% 98.3% 82.8% 87.9% 84.5% 84.5%Business Improvement 99.5% 100.0% 99.5% 81.5% 92.1% 77.3% 82.4%Marketing Management 99.5% 99.5% 99.0% 82.2% 84.8% 78.2% 87.8%Financial Management 100.0% 100.0% 100.0% 75.7% 81.9% 86.5% 89.2%Effective Selling Skills 95.0% 98.0% 99.0% 81.0% 89.0% 85.5% 86.0%Other CEFE courses 100.0% 100.0% 95.0% 85.0% 90.0% 80.0% 85.0%

1.3 Overall evaluation of the training fee

Most of the CEFE trainees agreed that the training fees were appropriate (90%). Interviews further revealed that theinterviewees would accept fees at least 20%-30% higher than the current training fees. Some interviewees thought thattheir classmates would have paid higher training fees if they were more clearly aware of the value of the courses. 34persons (about 5%) commented that the training fee was too high and 32 persons said it was too low. Some intervieweeswere not willing to pay or commented that they would only have paid lower rates (their participation had been sponsoredby their companies). However, these people appreciated the courses and were applying the skills and knowledge learnedto their work.


2 Evaluation of the CEFE Club's activities

CEFE Clubs have been created as a form of follow-up to any CEFE training program. The objective of a Club is tostrengthen networking between trainees who participate in the same or different courses in one province. They providea platform for the exchange of experiences, learnt lessons and skills, and assist in establishing and expanding businesslinkages in order to broaden the impact of the CEFE training program. There are 11 CEFE Clubs in the 11 surveyedprovinces. The membership is voluntary. Clubs can be self-managed by the trainees, but in some cases they aremanaged under the umbrella of the respective COOPSME offices.

2.1 Membership of the CEFE clubs

254 CEFE trainees, accounting for 39% of the total (645), participated in CEFE clubs. 78% were male and 22% female.Meetings of CEFE clubs were normally organized on an informal basis, providing CEFE graduates with an opportunity todiscuss business activities and to exchange business information and experience. Some trainees reported that the Clubsalso reviewed the application of management knowledge and skills obtained from the CEFE training courses. However,interviews revealed that most activities of the CEFE Clubs were organized without specific planning or direction, and onan irregular basis (usually through the initiative of some members).

90% of CEFE Club members owned businesses before or subsequent to the CEFE training. Some non-business ownersalso participated in the CEFE clubs, as they wanted a forum for the exchange of management knowledge. Most of thesemembers were managers in other businesses, such as joint-stock companies or cooperatives. Some officers working inThai Nguyen COOPSME were also members of the management board of the Thai Nguyen CEFE Club. This helped ThaiNguyen COOPSME to obtain the most recent information from the SMEs, and vice versa. COOPSME also helped theclub members to obtain the most recent government policies that applied to them.

Figure 20 shows the structure of the CEFE Club members by legal entity of their businesses. Most of the CEFE Clubmembers were from cooperatives (35%) and private-owned enterprises (30%).


2.2 How do trainees rate the CEFE Club's activities?

Figure 21 shows how the trainees graded their CEFE Clubs' activities. Overall, nearly 70% of the CEFE Club membersevaluated the Clubs' activities as "excellent" or "good". Non-business owners had higher levels of satisfaction thanbusiness owners: none of the former gave the CEFE Clubs' activities a "poor" rating.

In spite of the overall good rating, interviews revealed that some club members didn't consider the clubs' activities as ofgreat interest to them. Some reported that activities were limited to some informal meetings of members (a comment onthe CEFE Club in Quang Nam). They considered it important that the local COOPSMEs should take initiatives to developactivities. The entrepreneurs were very busy so they tended to rely on the local COOPSMEs. Trainees reported thesituation as very different in Thai Nguyen, where the management board of the CEFE Club was very active. The chairmanof the CEFE Club, Mr. Dong, said they normally prepared an operational plan for every year. They could mobilize fundsfrom all their members to finance activities such as the organization of market survey trips to different provinces, and theorganization of a national meeting of CEFE clubs (in cooperation with COOPSME Thai Nguyen); the Club also took theinitiative in networking with CEFE clubs in different provinces, such as Thai Binh and Quang Nam.

The COOPSME offices considered that the CEFE Clubs in Thai Nguyen, Hoa Binh and Dak Lak were the most active.Other provinces had CEFE Clubs, but some operated irregularly and some had had only one members' meeting sincetheir establishment. The three above-mentioned CEFE Clubs were very active in organizing trainees into groups andbringing these groups together after the training. In these provinces, COOPSMEs had normally acted as the majororganizer of the Club's activities in the early days of establishment. These COOPSMEs also continued to support theCEFE Club by providing facilities. Subsequently, the club members appointed their own management board and theCOOPSMEs acted as facilitators only. However, some COOPSME offices also stated that the members of CEFE clubsshould be more active and should not rely on them so much. The members were the most appropriate people to take theinitiative, as they know best what they want from the Club.


CHAPTER 6CHAPTER 6

1 Conclusions

The analysis showed the impact of the CEFE training courses organized during 2000-2003 on business owners and non-business owners. The study indicates the effectiveness of the CEFE management training in contributing to the objectivesof the project and to the overall development objectives of the German and the Vietnamese Government, particularly interms of employment creation.

1.1 Creation of new businessesWith the creation of 47 new businesses by both non-business owners and existing owners after they participated in CEFEtraining courses, the CEFE programme in Vietnam has indeed contributed to the creation of new business. However, incomparison to evaluations of the CEFE program in other countries, this is not a very high rate of new business creation.

The low level of new business creation could be due to the following:

39% of CEFE participants are employed by cooperatives. Cooperatives' employees don't usually plan to set up theirown businesses.

Courses are now organized on a demand-oriented basis, and CEFE Business Start-up courses are not in highdemand. This leads to the lower rate of new business creation in the CEFE training program as a whole.

1.2 Job CreationEven though the rate of new business creation is rather low, the rate of employment creation was very encouraging. Intotal, 4,464 new jobs were created within existing and new businesses. Nearly half of the new jobs were allocated tofemale employees. On average, about 7 new jobs were created by each CEFE trainee.

This tangible result emphasises the positive contribution of the CEFE training program to achieving the Project's objectivefor strengthening the competitiveness of SMEs, with a view to creating sustainable growth and employment.

On the other hand, it should be noted that the overall rate of new job creation is 20% over 2 years, which must beconsidered moderate. There is a certain distortion in this ratio arising from a relatively low contribution to new job creationby three large-sized cooperatives. If these cooperatives are excluded the rate of increase is approximately 25%.

1.3 Improvement of the existing businessesThe study also indicated the effectiveness of the CEFE programme in contributing to improved business performance.More than 80% of the existing businesses improved their sales volume, revenue and profits, and were managing theirbusiness more professionally than before. Most significantly, trainees reported that improved management had leddirectly to sustainable growth.


CONCLUSIONS & COMMENDATIONS

1.4 Awakening the entrepreneurial potentials of the CEFE trainees

Besides improving the competitiveness of SMEs, CEFE was commended by trainees for its success in strengtheningpersonal entrepreneurial skills for SME managers.

Many trainees reported that the program awakened latent entrepreneurial skills, which they had not known theypossessed. For example, the study indicated that prior to training many trainees could not present themselves, theirproducts and services to an audience. After the training, most of them felt very confident in dealing with all businessproblems and they could present themselves, their products and services in a professional manner. Especially afterattending Business Start-up and Business Improvement training, trainees could clearly define the steps in managing theirbusinesses and could develop a business strategy and business plans.

2 Shortcomings and recommendations

Recommendations are made with the objectives of achieving a higher impact by future CEFE management training courses,and developing the CEFE management training program as a commercial product for BPSC and COOPSMEs post-Project.Recommendations are based on the findings of the Impact Survey, on the consultants' observations during interviews, onthe previous evaluation of provincial-level pilots (also conducted by BizConsultVN) and on subsequent discussion with theProject and BPSC. Recommendations focus on the organization of the training, the delivery of training and follow-upactivities conducted after the training.

2.1 Organization of the CEFE training

Some provinces expressed difficulties in organizing the CEFE training, most commonly in how to attract business ownersto attend the courses. Organization of training differed from province to province. Positive experience of someCOOPSMEs had not been applied widely or disseminated to other COOPSMEs.

Many trainees were initially not aware of the real value of the training. After attending, many of them were highly satisfiedwith the courses and revealed that they would willingly pay more than the current training fee.

In principle, pre-selection of potential trainees by interviews was recommended in order to admit only targeted participantsto the training. However, as CEFE is now being offered on a demand basis, the organizers tend to accept all applicants,which include both the targeted group and misinformed persons.

Recommendations are:

To develop marketing and organizational guidelines for the CEFE management training courses and to organizetraining courses for the organizers in marketing and organizing CEFE training courses. The marketing materialsshould be simple but should explain the process of marketing and organizing a course. Before producing themarketing materials, the Project, BPSC and COOPSMEs should discuss and design materials, which are widelyapplicable throughout the country. This activity would make CEFE training program a brand name for managementtraining in Vietnam.

To monitor the organization of the CEFE training course closely, in order to keep the CEFE product consistentthroughout the country. This involves close cooperation between the Project's executives, BPSC and COOPSMEsin each province.

To organize meetings and dissemination to the public and SMEs in order to differentiate the CEFE managementtraining product from other management training programs in Vietnam. Meetings and advertisements should use theevaluations of CEFE training and case studies of the impact of the courses on selected CEFE trainees;


To arrange meetings of course organizers within the country to exchange experience in organizing CEFE courses,evaluate positive experiences and transfer good practices to other provinces.

Course content, target group and training methods should be adequately addressed before training

2.2 Delivery of the CEFE training

Manuals

The training materials have not been improved through the years. Even though the materials were considered acceptableby the trainees they might compare the training materials with those of similar courses offered by different organizationsand might select other courses on the basis of their better training materials.

CEFE methodologies were applied by some COOPSME officers to professional training courses such as generalaccounting or accounting according to new Government regulations. This is a good initiative aimed at attracting a differenttarget group to the courses, which showed that some COOPSMEs were active in applying the CEFE training methodologyelsewhere. However, such further application should be discussed with the Project and BPSC in order to ensurestandardization, quality control and safeguarding of the CEFE training reputation. .

It is therefore recommended that

The strategy for the development and upgrading of CEFE manuals should focus more on the training needs ofexisting entrepreneurs.

Handouts used in the training should be improved. Results from in-depth interviews with trainees showed thatparticipants expect well-arranged handouts bound in booklets, which they can use to practice and review lessons atwork. This would be practical and improve the impact of the training course.

The application of CEFE methodologies to other training courses or manuals should be discussed withBPSC/Project before implementation.

Trainers

The level of qualification of trainers varied from province to province and even within one province. Among the trainingteam, the gap between chief trainers' and junior trainers' qualifications was very wide.

The quality of the training delivered is highly reliant on the qualification of trainers. This is particularly important withinCEFE, as the program often uses structured learning exercises to build up skills among participants. To be successful inhandling these exercises, trainers need very special skills. It is evident from the comments of CEFE trainees that not allthe trainers were qualified in the facilitation of structured learning exercises and simulation games, particularly juniortrainers and some co-trainers. Particular skills and qualifications of trainers need to be upgraded to avoid a reduction intraining quality.


To create more opportunities for new trainers to practice training skills and exchange experience (e.g. to organize acontest for new trainers).

A standard scheme or plan for upgrading the qualifications of trainers should be developed.

It is suggested that trainers should not be limited to employees of COOPSMEs; staff of other organizations shouldbe also mobilized.


2.3 Follow-up activities after the CEFE training

There were few follow-up activities between either trainees and the Project/BPSC, or trainees and the COOPSMEs, ortrainees and the trainers/consulting team of COOPSMEs. CEFE trainees, particularly those completing Business Start-up courses, need further support and advice when actually starting up their new businesses: they are still facing manyproblems in mobilizing finance, start-up procedures, implementation of market surveys, etc.

Only some CEFE Clubs, such as those in Thai Nguyen and Hoa Binh province, effectively connected trainees fromdifferent courses, even though there were some activities aimed at increasing the efficiency and professionalism of theClub. In most provinces, trainees maintained contacts only with other trainees in their class. In general, there were noofficial connections between trainees through the whole country (just some meetings and conferences organized by twoto four CEFE Clubs in the North).


To develop the capacity for providing further advice on business start-up to potential entrepreneurs. This could bethrough experience exchanges between existing and potential entrepreneurs among CEFE graduates. This activitycould be conducted by CEFE Clubs in the provinces. Some trainees mentioned that they could help finance suchexperience exchange meeting, provide a place for meetings or sharing of experiences, introduce business contactsetc. This would assist the experience exchange on a sustainable basis.

To establish a Vietnam CEFE Club headed by BPSC or the Thai Nguyen CEFE Club. This Club would supportCOOPSMEs in marketing and organizing the CEFE training workshops. The Vietnam CEFE Club might also providepotential trainees for future CEFE courses, or even potential trainers.

To create a newsletter for all members of CEFE Clubs in the country. This newsletter would introduce the CEFE Clubactivities in each province, and disseminate business opportunities to members of CEFE Clubs throughout thecountry.

2.4 Support to the development of a business plan for COOPSMEs

The Project is coming to an end in April 2005, which also means the closure of provincial approaches focussing on servicedelivery and marketing of capacity building (currently undertaken in more than 10 COOPSME offices). CEFE is expectedto continue as a service provided on a fully commercial basis by BPSC and COOPSMEs. To achieve this, it is suggestedthat a business plan needs to be prepared: there is currently no such plan in existence.

The Project and BPSC should support the development of a pilot business plan, perhaps for one province as a model forreplication in others. This would help COOPSMEs offer CEFE services more effectively, thus ensuring the sustainabilityof the program and the broadening of its impact.


STORY 1: MINH VIET PRIVATE ENTERPRISE

Participant’s profile

Participant's name: Ngo Minh VietYear of birth: 1970Qualification: Non-tertiary education CEFE course: Business Improvement, co-organized by Thai Binh COOPSME and Thai Thuy Industrial and

Commercial DepartmentProblem: Find new customers, develop the production of traditional handicrafts

Business profile

Business name: Minh Viet Private EnterpriseBusiness address: Thai Thinh, Thai Thuy, Thai BinhPhone/fax/email: 036-854-269 or 091-332-7957Year of establishment: 2001Legal entity: Private-owned enterpriseMain products: Sedge products for family useMarket: Export (through an import-export company)Total permanent staff: 40

History

In 2001, Mr. Viet was the owner of a shop trading in machinery and accessories for agricultural production. As purchasingagent for an export enterprise based in Hanoi, he also traded in articles made from sedge. The decrease of the formerSoviet and Eastern European markets and his dependence on orders from the exporter didn't allow for businessexpansion. "Because orders weren't large or regular enough to attract people to take up this career, traditional handicraftswere disappearing. Some people had already sold their tools and were trying to find other jobs," Mr. Viet remembered.

Once he received an order, Mr. Viet would buy raw materials, then provide his workers with the materials and a sampleof the product. The workers were making the product at home because Mr. Viet didn't yet have a workshop. There weremany problems with monitoring product quality, delivery time, wastage of raw material, etc. After they had been producedat the workers' homes, the handicrafts were collected, quality-checked and improved, if necessary, to result in the finalexport product. Many products had to be rejected or needed a lot of improvement before they could be accepted.Another problem was that the old product designs were no longer highly marketable and the number of orders fromforeign customers was decreasing. Production had to be adjusted to new market demands, but Mr. Viet was not able tonegotiate an acceptable price with the exporter that would enable this.

Mr. Viet learnt about the CEFE course "Improving and Expanding your Business", organized by Thai Binh COOPSME andThai Thuy Industrial and Trading Department in Thai Thuy District. He decided to participate, expecting to be provided withbusiness information and to acquire marketing and business management knowledge, which might help solve this problem.


TWO SUCCESS STORIES

ANNEX 1

Applicability of the learnt skills

Marketing traditional handicrafts to new customers

Through the CEFE course, Mr. Viet realized that new customers and new markets were crucial to the survival of thetraditional handicrafts business. He was more determined to locate business information and to approach new customers.

He heard about factories manufacturing handicraft articles for export in Ho Chi Minh City and in Binh Duong industrialzones. He collected samples and photographs of the local products and workshops to take to the Southern provinces. Hespent two months travelling around industrial zones, showing samples and photos in order to attract the interest of newcustomers. In the end, Mr. Viet succeeded in signing the first processing contract with a factory in Song Than IndustrialZone in Binh Duong for the manufacture of sedge articles for export, using the exporter's own design.

The first batch of products was successfully marketed. Subsequently, this exporter signed a long-term contract with Mr. Vietfor the processing of handicraft articles made from sedge for export to Japan and South Korea.

Preparing a business plan

Mr. Viet was also successful in transforming his household manufacturer status into a private enterprise, and prepared abusiness plan to apply for loans from a local bank. The investment was used to construct a workshop, buy mechanicaltools, and to purchase a stock of raw materials in Thai Binh and Thanh Hoa.

Rearrangement of production

One of the first actions that Mr. Viet took after his first batch of products was successfully delivered to the exporter, wasto examine the qualifications of all home-workers and subsequently to select permanent handicraftsmen and women forhis own workshop. He also invited talented persons to work for him as technical controllers and handicraft trainers.

Mr. Viet divided the manufacturing process into stages, then assigned these stages to the workers, based on the eachperson's qualification and experience. The final stage of the process was the completion of the products in the enterpriseworkshop. People had to sign a commitment to complete their part in the manufacturing process, to be responsible forproduct quality, and to adhere to delivery terms.

Mr. Viet also decided to discontinue his machinery and agricultural accessories business by liquidating his shop. Thisgave him the capital to buy sedge and it allowed him to concentrate on his new business activities.

Business performance

Social impact - new jobs created for local handicraft producers

The export contract created 40 permanent jobs in the new workshop and more than 200 home-working positions for localfarmers. The permanent workers are paid VND 15,000 - 20,000 per working day.

All of the craftsmen working for the Company benefit from reinforcement training at the workshop and at home. Thetechnical team consists of talented artisans who visit the homeworkers to teach them how to manufacture the newproducts.

Economic impact

Mr. Viet now has a workshop covering over 300 m2 and a store for raw materials and finished products. "Currently, weare in the process of manufacturing enough products to fill a 40-foot container to send to the factory for packaging andexport," he was happy to say. "The export contract ensures that all of my workers have a job all year round instead ofworking only for three months per year as before," he continued.



Credit accessibility: Mr. Viet's project for conserving and developing traditional handicrafts was very much appreciated bythe Thai Thuy authorities. He was supported in his application for two sources of preferential credits, i.e. from the localbank and from the government budget (Budget 120), facilitated by Thai Binh COOPSME

By dividing the manufacturing process into stages and continuously monitoring product quality at every stage, the wasteof raw material was minimized. Mr. Viet also said: "We considerably decreased the number of rejects. This helped us tosave on costs and to deliver on time".

Mr. Viet estimates that the workshop's profits have increased by 20% in 2003, compared to 2001.

Entrepreneurship impact

Mr. Viet is aware that his capacity as an entrepreneur has improved. He said, "The CEFE course helped awaken myabilities as a business owner". He is now more confident in dealing with local authorities and prospective customers. Hespends his free time visiting friends and CEFE classmates to exchange experiences in business planning andmanagement.

Plan for future development

Mr. Viet is preparing a new business plan. Now he wants to invest in a larger workshop to be able to increase productionto meet increasing demands from the exporters.

He has also attended a design course. "I want to design the products myself and, in the future, I will try to find a directexport market for these new products," said Mr. Viet. He expects further support from local authorities and organizationsin credit access and provision of business information.

STORY 2: THE SONG CONG AGRICULTURAL PRODUCTS AND SERVICES COOPERATIVE

Participant’s profile

Four staff from the Song Cong Agricultural Products and Services Cooperative participated in CEFE courses organizedby Thai Nguyen COOPSME from 2002 to 2003:

Ms. Bùi Thi Kim YenYear of birth: 1966Qualification: Agricultural EngineerOccupation: Director of the CooperativeCEFE course: Improve and Expand Your BusinessTime: Sept. 2002

Ms. Bùi Thi Kim OanhYear of birth: 1964Qualification: Agricultural EngineerOccupation: Commercial Manager of the CooperativeCEFE course: Marketing ManagementTime: Sept. 2002

Mr. Dang Van NghiepYear of birth: 1977Qualification: Agricultural EngineerOccupation: Production Manager of the CooperativeCEFE course: Marketing ManagementTime: Nov. 2002

Ms. Ngo Minh PhuongYear of birth: 1977Qualification: Agricultural Economic EngineerOccupation: Shop managerCEFE course: Effective Selling SkillsTime: July 2003

Business profile

Business name: The Song Cong Agricultural Products and Services CooperativeBusiness address: Song Cong Town, Thai Nguyen ProvincePhone/fax/email: 0280. 862236Year of establishment: 1997Legal entity: CooperativeMain products: Fattened pigs, animal feeds, seeds and veterinary servicesMain selling market: Pig meat for export, agricultural servicesTotal staff: 14Turnover: 3.4 billion (2003)


History

The Cooperative was initiated by a group of people trading in agricultural production materials and animal feeds. InOctober 2002, this organisation was transformed into the Song Cong Agricultural Products and Services Cooperative.The Cooperative was formed by seven agricultural engineers, all of them graduates from the Agriculture University ofThai Nguyen.

At this time, the main activities of the Cooperative were the trading of agricultural production accessories (fertilizer, seeds,feeds and veterinary medicines) with total annual sales of VND 1.6 billion in 2001.

Production: At the end of 2001, the Cooperative started its pig breeding and fattening unit with 30 pigs and thereafterbegan delivering porkers. Porkers raised by this unit were destined for meat processing factories in Hai Phong City,serving the export market. The buyer limited the delivery weight to 40 kg/pig. Pigs over this weight were not acceptedand were therefore sold to local abattoirs at a lower price. This decreased the turnover of the Cooperative.

The trading and agricultural services marketed by the Cooperative were not at first appreciated by the local farmers.Suppliers also doubted the capability of the company as a distributor of feeds and so required very strict payment methods.

The average remuneration of the Cooperative's members was VND 500,000/month.

Through the introduction from the Thai Nguyen COOPSME, Mrs. Yen, the Director of the Cooperative, participated in theCEFE course on Business Improving and Expanding in September 2002. A few months later, other leaders of theCooperative participated in the marketing and effective selling courses.

Applicability of the learnt skills

Expand the market by finding new customers

The Cooperative leader considered that locating a new and sustainable market was the most important criterion for theexpansion of the pig-breeding unit. Ms. Yen, the General Manager of the Cooperative, joined several business trips bythe Thai Nguyen CEFE Club to central and southern provinces in March 2003. During these trips, Ms. Yen presented andmarketed the products of the Cooperative to various processing factories, two of which subsequently signed contracts forthe purchase of fattened pigs for meat processing.

Encouraged by the success of this trip, Ms. Yen began approaching other potential customers in Hanoi.

Business plan for the expansion of production

By the end of the year 2003, the Cooperative leaders had written and implemented two business plans in productionexpansion and market development.The first plan "Expanding the production capacity of the Cooperative for fattened pigs" focussed on development ofinfrastructure to support an increase in permanent stock to 60 sows and 10 boars, with an additional function of marketingbreeding pigs. This business plan was prepared during the CEFE course and was praised both by the trainers and duringthe bankers' evaluation at the end of the course. This helped Ms. Yen and other leaders gain the confidence needed torequest bank loans to implement the project.

The second plan "Expansion of the shop to increase trading activities of the Cooperative" was developed subsequent tothe success of the plan for expanding the pig-breeding unit. "This business plan was the basis for a bank loan but we alsoinvited our relatives to invest" said Ms. Oanh.

Mr. Nghiep has disclosed the Cooperative's plan to invest in a new farm covering 5 ha, for which the Cooperative iscurrently negotiating a 50-year land lease.


Improvement of markets

The Cooperative has undertaken many activities aimed at enhancing service provision, developing the market andestablishing itself as a regional leader in the provision of animal feeds and agricultural services.

On completing the CEFE course at the end of 2002, Ms. Oanh and Ms. Yen began applying the skills gained to researchthe farmers' needs for animal feeds and varieties of seeds, and to document local production systems. They alsoassessed problems faced by the local farmers. They found that both the provision of feeds and new varieties of seeds,and technology transfer for improved agricultural production were important. The Cooperatives leaders subsequentlyreviewed their provision of products and services, and transformed their shop into a centre for provision of agriculturalinformation and technical advice. Activities such as small seminars and promotion campaigns were used to attractpotential customers. The stocking and layout of the shop was made more professional and became more effective.Stocking a range of products, provision of technical services and promotion activities, with flexible methods of payment,have helped the shop develop a loyal customer base.

Changes in financial management

After the CEFE course, the importance of accounting and financial management was realized. The Cooperative hired anew professional accountant, under the supervision of Ms. Oanh (Commercial and Financial Manager of theCooperative). The Cooperative began applying a double-entry system instead of the single-entry system applied beforethe CEFE course. "In the near future, our accounting system will be computerized to keep up with the increasing numberof daily transactions, and we also want to review our financial management system," said Ms. Oanh.

Risk prevention and control

The Cooperative's leaders have a clear understanding of risks inherent in breeding and agricultural production. Theyinvest in vaccination, preventive measures and health checks. All employees and visitors to the pig farm must apply avery strict procedure to reduce health risks.

Human resource management

The Cooperative's leaders pay special attention to human resource development, recruiting qualified staff by offering anattractive salary and on-the-job training. All employees are partners within the Cooperative. They work together as afamily. Their basic salary has been increased to VND 800,000/month. "During their employment, all of our staff will benefitfrom at least one training course, and we will expect them to apply their new skills to production, selling and serviceprovision for the local farmers" Ms. Oanh added.

Business performance

After more than one year of applying the knowledge and skills gained from the CEFE courses, the leaders of theCooperative have successfully expanded their business and the Cooperative has become recognized as important withinThai Nguyen Province. The Cooperative has gained more and more positive trading and production figures, and hasrecorded a considerable increase in both profits and fixed assets.

Economic impact

Production capacity expansion: By the end of 2003, the pig-breeding unit contained 100 sows: a tripling of the previousfigure. The farm has also 10 boars to breed pigs for local farmers.

Agricultural and veterinary product diversification: Many new agricultural varieties and veterinary medicines are nowprovided for local farmers. The shop is now the main retailer of Cargill feeds in Song Cong Town and neighbouring areas.


The Cooperative is now a centre for the provision of seed varieties, insecticides, pesticides, and technical and agriculturalinformation in Song Cong Town and adjacent areas.

New customers/market/number of customers increased: The fattened pigs are now supplying meat to three foodprocessing factories in Hanoi and two in Dong Nai. The purchasers in Hai Phong City remain important, but no longerhave a monopoly on the Cooperative's products. The new customers now provide the main source of income for theCooperative and help the Cooperative to minimise market risks. The Cooperative is also beginning to provide improvedpig breeds for farmers in Thai Nguyen Province and in other provinces, such as Phu Tho, Cao Bang and Tuyen Quang.

Sales volume/revenue: The sales volume and revenue of the Cooperative has increased considerably over the last twoyears. In 2004, they are expected to reach VND 6 billion.

Year Turnover (VND billion)

Production Trade & Services Total

2001 1.6 1.6

2002 0.35 2.35 2.7

2003 0.8 2.6 3.4

2004 (estimated) 1.7 5.3 6

Access to credit: The feasibility assessments and business plans submitted to the banks to obtain loans were highlyappreciated. The subsequent successful implementation of the plans has helped the Cooperative to gain the trust of thebanks. The Cooperative has also attracted private investment. The Director of the Cooperative confirmed: "An investmentproject and a business plan for a new farm is now being prepared and we are very optimistic for a loan from IncombankThai Nguyen".

Better financial management and cash flow generation: The production and overall business plans of the Cooperative areprepared annually and reviewed every three months. Accounting and financial management is performed professionallyand effectively. Cash flow is also effectively managed due to the arrangement of suitable payment methods with suppliers.This allows the Cooperative to pass these attractive payment methods on to the farmers.

Social impact

From seven staff in 2000, the Cooperative has expanded to 14 members - 12 of whom are active and working for theCooperative. Five are working in the pig farm under the supervision of the Production Manager, four staff are working assales persons and provide technical support to farmers, plus one accountant and a three-person leadership team. Allemployees have access to social and health insurance.

Plan for future development

Ms. Oanh disclosed a plan to install a new pig fattening and production farm on a new 5 ha site. The first stage of theproject is the negotiation of a land lease. Construction will start in July 2004.

In the more distant future, the Cooperative plans to introduce the manufacturing of canned food.


1. Full name:...................................................................................................................................................................

Gender: Male Female

2. Address: ....................................................................................................................................................................

....................................................................................................city/province............................................

Telephone: .................................................................................................................................................................

3. Age: 18-24 25-30 31-40 41-50 above 50

4. Education before the CEFE training: primary school

secondary school

post secondary

college, university

other

5. Please tick the CEFE course(s) you have attended and write down the time (for example10/2002):

a.Start a business Yes No month....../200

b.Business planning Yes No month....../200

c. Business improvement Yes No month....../200

d.Marketing management Yes No month....../200

e.Financial management Yes No month....../200

f. Effective selling skills Yes No month....../200

g.Other course, please specify Yes No month....../200


Q U E S T I O N N A I R E

ANNEX 2

Guide:Please answer the questions in the following way:

Write your answers in the blank spaces;Tick boxes to give the correct answer as (for example: Male Female)

QUESTIONS 1 - 9: General Information and your evaluation of the CEFE course

6. Please give us your evaluation of the CEFE training course according to the following elements:

a. How do you evaluate the content? Excellent Good Fair Poor

b. How do you evaluate the methodology? Excellent Good Fair Poor

c. How do you evaluate the trainer's qualification? Excellent Good Fair Poor

d. How do you evaluate the training conditions? Excellent Good Fair Poor

e. How do you evaluate the handouts? Excellent Good Fair Poor

f. How applicable are the learnt skills? Excellent Good Fair Poor

g. Has the training suited your training needs? Excellent Good Fair Poor

7. Do you think the training fee of the CEFE course (you have taken) is appropriate?

High Adequate Low

8. Are you member of a CEFE Business Club? Yes No

If "Yes", how do you grade the club's activities?

Excellent Good Fair Quite poor

9. What are your suggestions to improve the CEFE course?

..............................................................................................................................................................................................

..............................................................................................................................................................................................

..............................................................................................................................................................................................

10. Before the CEFE training, which of the following activities did you do?

a. Accessed the market quickly Yes No

b. Marketed my business Yes No

c. Estimated sales Yes No

d. Calculated the price for the things I sell Yes No

e. Estimated sales volume Yes No

f. Made a business plan Yes No

11. At present, which of the following activities do you regularly do ?

a. I do quick market surveys Yes No

b. I do marketing Yes No

c. I estimate sales Yes No

d. I calculate the price for the things I sell Yes No

e. I estimate sales volume Yes No

f. I make a business plan Yes No


QUESTIONS 10 - 14: Questions about your activities and your perception

12. How have the CEFE course(s) affected you and your business in the following aspects?

a. Being self-confident Improved Unchanged Decreased

b. Being competitive in the market Improved Unchanged Decreased

c. Managing the business Improved Unchanged Decreased

d. Accessing business information Improved Unchanged Decreased

e. Accessing credit Improved Unchanged Decreased

13. Did you own a business before the CEFE training?

No

Yes If "Yes", do you still have this business?

Yes

No

14. At present, how many businesses do you own?

I don't own any business

I own 1 business

I own more than 1 business

15. What are the sectors of your business before the CEFE training?

Agriculture, forestry, and fishing Trading

Industry (production, construction, assembly...) Service

16. What is the legal entity of that business?

Household business Private-owned enterprise Joint Stock Company

Cooperative Limited liability company

17. Please tell us about your business changes after you graduated from the CEFE course(s) in the following aspects:

a. Sales (in volume) Increased Unchanged Decreased

b. Revenue (in value) Increased Unchanged Decreased

c. Profit Increased Unchanged Decreased

d. Fixed Assets Increased Unchanged Decreased

18. Please tell us the number of full-time permanent employees in your business?

Time ..............Men ..............Women

a. Before the CEFE training ..............Men ..............Women

b. After the CEFE training ..............Men ..............Women

c. Last month ..............Men ..............Women


QUESTIONS 15 - 27: Questions about your business and the impact of the CEFE training

19. How has your participation in the CEFE course influenced these changes above?

Strongly influenced

Partly influenced

A bit influenced

No influence

20. In general, has your business improved after you graduated from CEFE course?

Yes No

21. Did you start a NEW BUSINESS after you graduated from the CEFE course?

No

Yes

22. When was the NEW BUSINESS established? month............year 200..........

23. Are you still running this NEW BUSINESS? Yes No

24. What are the sectors of your NEW BUSINESS?

Agriculture, forestry, and fishing Trading

Industry (production, construction, assembly...) Service

25. What is the legal entity of your NEW BUSINESS?

Household business Private-owned enterprise

Cooperative Limited liability company Joint Stock Company

26. How many fulltime, permanent employees work in your NEW BUSINESS ?

................men and ................women.

27. A. How do you rate your NEW BUSINESS?

Excellent Good Fair Bad

B. Do you link this to your participation in the CEFE training? Strongly influenced

Partly influenced

A bit influenced

No influence


Please STOP ANSWERING the following questions.

Please CONTINUE ANSWERING the following questions.These are questions about the NEW BUSINESS you havestarted AFTER THE CEFE COURSE.


Objectives

The objectives of the interviews as outlined in the TOR of the Impact Survey are:

To clarify data and information gained from the quantitative survey.

To collect further information about CEFE trainees' business results.

To address the different impacts of the various types of CEFE courses.

Targeted interviewees

The targeted interviewees will be selected based on the following criteria:

Representative of the CEFE training courses organized during 2000-2003 including:

1 Business start-up course

2 Business plainning course

3 Business improvement course

4 Marketing management course

5 Financial management course

6 Effective selling courseRepresentative of different training areas - the North, the Centre and the South;Owners of businesses established both before and after CEFE training.

In the North In the South In the Centre

Thai Nguyen Thai Binh Tien Giang Quang Nam

Returned questionnaires 143 64 54 49

Total selected interviewees 25 15 15 10

By course (duplicable)

1 Business start-up 5 5

2 Business plainning 10

3 Business improvement 5 5 5

4 Marketing management 5 5 5

5 Financial management 5 5

6 Effective selling 5

About 10 participants were interviewed per course.

INTERVIEW GUIDELINES

ANNEX 3

GTZ Office Hanoi6th Floor, Hanoi Towers 49 Hai Ba Trung St.Hanoi / SR VietnamTel: (84-4) 934 4951 Fax: (84-4) 934 4950E-Mail: [email protected] Website: www.gtz.de/vietnam

Vietnam Cooperative Alliance77 Nguyen Thai Hoc St. Hanoi, VietnamTel: (84-4) 843 1689 Fax: (84-4) 843 1883E-Mail: [email protected] Website: www.vietnamcoop.org

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