Pamire Jongwe1, Tsakani Violet Ndobe2, Solly Matshonisa Seeletse3, Watson Mmboswobeni Ladzani4
1PhD candidate, Department of Business Management, University of South Africa, Pretoria, South Africa.
2Department of Computer Science and Information Technology, Sefako Makgatho Health Sciences University, Ga-Rankuwa, Pretoria, South Africa.
3Department of Statistical Sciences Science, Sefako Makgatho Health Sciences University, Ga-Rankuwa, Pretoria, South Africa.
4Emeritus Professor, Department of Business Management, University of South Africa, Pretoria, South Africa
Abstract
Small, Medium, and Micro Enterprises (SMMEs) are pivotal to Zimbabwe’s economic growth. Yet, they face significant challenges, such as limited access to finance, inadequate infrastructure, regulatory barriers, and a lack of entrepreneurial skills. This manuscript presents the design of a sustainable entrepreneurship skills development and SMME growth model referred to as Objectives, Phased Framework, and Enabling Ecosystem (OPFEE) based on insights from a comprehensive investigation conducted in Masvingo Province. The study highlights the essential elements of fostering a conducive environment for SMME growth, emphasizing the need for practical skills, financial inclusion, infrastructure, and regulatory reform. It outlines a phased approach to support entrepreneurship in Zimbabwe, identifying the critical steps needed to transform SMMEs into key drivers of economic growth.
Keywords: Access to finance, Collaborative partnerships, Sustainability, Skills development, Infrastructure improvement, OPFEE Model, Phased framework, SMME growth
1. Introduction
Small, Medium, and Micro Enterprises (SMMEs) play an integral role in economic development, job creation, and poverty alleviation. However, they remain vulnerable, mainly in developing poor countries (Tambunan, 2008). In the African continent, where economic contribution is mostly needed, SMMEs fail at high rates within a brief period of their establishment. This is the reason that scientific optimization studies for preventing failure and enhancing the survival and thriving of SMMEs are necessary. Models and frameworks for SMME growth, survival and sustainability are fundamental in these economies. In Zimbabwe, Cato and North (2016) indicate that SMMEs contribute significantly to employment, especially in urban and peri-urban areas. However, these enterprises face numerous challenges that hinder their growth and sustainability despite their potential. A survey conducted in Masvingo Province, one of the country’s economically diverse regions, revealed gaps in access to financing, skills development, and the lack of a supportive business ecosystem.
This manuscript explores the design of a sustainable entrepreneurship model, OPFEE, aimed at addressing these challenges. Drawing from the Masvingo Province investigation, we propose a comprehensive framework that emphasizes entrepreneurship as a key driver of economic transformation. The model also integrates global best practices while tailoring solutions to local realities.
2. Key Objectives
To create a dynamic and sustainable entrepreneurship ecosystem in Zimbabwe by fostering innovation, enhancing entrepreneurial skills, and providing the necessary support structures for SMME growth, with a particular focus on empowering youth and women in rural and underdeveloped areas. This aim seeks to drive economic transformation by equipping entrepreneurs with the tools, resources, and opportunities needed for long-term business success and inclusivity. The key objectives for a OPFEE model being developed are fourfold, which are:
- To promote entrepreneurship and innovation among Zimbabweans, particularly in rural and underdeveloped areas.
- To equip entrepreneurs with the necessary skills for business growth and sustainability, focusing on both technical and soft skills.
- To create a supportive ecosystem for SMME development, including access to capital, mentorship, and market linkages.
- To promote inclusivity by empowering youth and women in entrepreneurship, ensuring the model accommodates gender and age-specific needs.
3. Phased-Based Approach to Framework Development
Mikida (2019) describes a phased-based approach (PBA) to framework development as decomposing or breaking down the development process into distinct, manageable stages or phases. Each phase signifies a specific set of tasks or objectives requiring them to be completed before moving on to the next phase (Gad-Elrab, 2024). This method is often used in software development, systems engineering, and other complex project management fields to ensure structured progress, reduce risks, and improve the overall quality and outcome of the framework. This paper benefitted from its use in developing a framework for SMME development and sustainability.
In the phase-wise approach, the overall framework or system is built iteratively, with each phase focusing on particular aspects such as planning, design, coding, testing, and deployment (Ajiga et al., 2024). According to Dell’Era et al. (2020), the use of phases helps to align development activities with business goals and project requirements, ensuring that no stage is overlooked and that adjustments can be made as necessary.
3.1. Essential Phases in Framework Development
Javed et al. (2024) explain that the fundamental phases in developing a framework are initiation, design, development, testing, deployment, and then maintaining and updating. Some details of these items are discussed below.
Initiation Phase: This step is sometimes referred to as the planning and requirements gathering phase because the primary goal of this phase is to gather and define the project’s objectives, scope, and requirements (Souza et al., 2023). Engagement with stakeholders takes place here, involving them in understanding their needs and ensuring that the framework being developed is consistent with their expectations and business goals. Ewata et al. (2024) also explain that this phase often includes feasibility studies and a high-level project plan.
Design Phase: Sievi-Korte et al. (2019) explain that, developers and architects focus on defining the system architecture and framework design in this phase. This includes creating high-level blueprints, considering how the framework’s various components will interact, and establishing design principles that will guide development. According to Samir et al. (2024), the design phase typically ends with the creation of prototypes, wireframes, or design documentation.
Development Phase: According to Vila-Henninger et al. (2024), the actual coding and building of the framework takes place in this phase. At this stage, developers start to implement the architecture and design concepts into functional components, ensuring that each part of the framework meets its design specifications. Griss and Pour (2001) inform that this is the phase where most of the work happens in terms of writing the framework code, establishing its core functionality, and integrating different modules.
Testing Phase: Testing a prototype is important because during the testing phase, according to Block (2023), the framework undergoes thorough testing to ensure that it functions properly, is secure, and satisfies the requirements defined in the planning phase. Tests can include unit testing, integration testing, performance testing, user acceptance testing, and system testing. Drosos et al. (2024) concur by suggesting that testing permits the identification of bugs or issues that need to be fixed before deployment.
Deployment Phase: Axiomatically, when an operational model has been developed, it should be used for the work it was designed to do. The deployment phase is used for this purpose; as Sinha and Lee (2024) explain, this phase entails implementing the framework into a real-life environment or production system. The phase includes activities such as setting up the framework for actual use, configuration, user training, and supporting documentation. Tatineni and Chakilam (2024) counsel that after deployment, the framework should be monitored for any issues or performance bottlenecks.
Maintenance and Update Phase: After deployment/implementation, Ung (2024) explains that the framework enters a maintenance phase where it is frequently updated with fault fixes, patches, and improvements. Hurtt (2024) enlightens that during this phase, the framework’s performance is monitored by collecting feedback from users and making any necessary adaptations, such as changes or optimizations. Also, according to Lin (2024), long-term maintenance may also include updating the framework to support newer technologies or requirements.
3.2. Benefits of Using a Phased-Based Approach
The PBA offers a variety of significant benefits, particularly in complex or large-scale development projects. Some key advantages areClear Structure and Organization, Improved Risk Management, Better Resource Allocation, Facilitates Communication and Stakeholder Involvement, Iterative Improvements, Improved Quality Control, Facilitates Incremental Releases, Easier Change Management and Improved Budget Control (Ban, 2013; Wiedeler & Kammerlander, 2021; Zan, 2016; Zhang & Tang, 2017; Zhao et al., 2021).Explanations of these advantages follow:
Clear Structure and Organization:Macedo et al. (2024) explain that a PBA provides clear structure and organization to the development process. The approach starts with defining conspicuous stages, each with specific goals. It therefore becomes easier to track progress, manage tasks, and allocate resources. Such an approach also helps to prevent ambiguity by decomposing the project down into smaller, manageable chunks, which helps maintain focus.
Improved Risk Management: Progression through phases assists developers to identify potential risks and issues early in the project (Akinsola & Akinde, 2024). It becomes easy to address risks through testing, feedback, and planning adjustments before they become major obstacles in each phase. Weerapura et al. (2023) explain that problems detected in the testing phase can be fixed before the framework is deployed, reducing the likelihood of failures or delays in production.
Better Resource Allocation: Alizadeh and Karimi (2024) explain that the phased approach allows for a more efficient allocation of resources. As developers can focus on specific tasks or areas of the project at each phase, it reduces the chances of resource bottlenecks. It assists project managers to allocate human resources, technology, and budget based on the immediate needs of each phase, optimizing their usage (Tran & Nguyen, 2024).
Facilitates Communication and Stakeholder Involvement: Mergel (2024) clarifies that the development process that is divided into phases offers natural points for communication and feedback from stakeholders. After each phase, progress can be reviewed. This ensures that all stakeholders are aligned on goals, priorities, and any adjustments that might be needed (Lyles et al., 2021). This provides a continual feedback loop that supports the framework to align with the business’s or end-users’ evolving needs.
Iterative Improvements: As corrections of some steps may lead to repetitions and not a linear movement, the PBA facilitates an iterative development process (Zhu et al., 2024). That is, following an initial design or prototype phase, feedback can be gathered that leads to corrections. Therefore, adjustments can be made where necessary before moving forward with full-scale development. Zhuang et al. (2024) explain that this iterative nature reduces the likelihood of significant mistakes. It also helps to ensure that the framework is adaptable to changing conditions and user feedback.
Improved Quality Control: Completion of each phase provides opportunities to focus on quality assurance (QA) and testing (Racheal et al., 2024). Then, detection and resolution of bugs or issues can take place early. This helps the overall quality of the framework to be higher. It also reduces the risk of defects in production. It is, therefore, possible to detect functional, performance, and security issues before the framework is deployed by testing the phases (Banala, 2024).
Facilitates Incremental Releases: According to Miller (2024), the PBA allows for incremental releases or deliveries of the framework. Martínez-Peláez et al. (2023) view this as particularly beneficial in responsive environments or where the product needs to be used or tested by stakeholders in stages. Early releases can include basic functionality, while additional features or refinements can be added over time.
Easier Change Management: The PBA makes it easier to manage changes (Larsson & Thesing, 2024). Since each phase has specific deliverables, changes can be introduced at various stages without overwhelming the project. If a change in direction is required, it is possible to make that change before the next phase commences.
Improved Budget Control: According to Reinsberg et al. (2024), a PBA helps in monitoring and controlling budgets because the financial impact of each phase can be evaluated separately. If the project is at risk of running over budget, adjustments can be made in later phases to address potential issues without sacrificing quality.
3.3. Challenges of the Phased-Based Approach
The advantages of the approach do not discount the problems it has. That is, while the PBA offers several benefits, it also has some potential challenges that need to be managed effectively, such as Inflexibility in Some Cases, Complexity in Coordination, Increased Time and Cost for Documentation and Delayed Value Delivery (Gilbert, 2024; Guerrero, 2024; Saradara et al., 2024).
Inflexibility in Some Cases: Some projects may require flexibility, and in strict phased models, adjustments can be difficult once a phase is completed. If requirements change significantly, it may require revisiting previous phases, leading to delays.
Complexity in Coordination: If phases are not well-coordinated or overlap too much, it can create communication breakdowns or delays. Project managers must ensure that each phase is tightly controlled and that resources are synchronized across phases.
Increased Time and Cost for Documentation: Each phase typically requires detailed documentation to ensure that it can be reviewed, assessed, and referenced in future phases. This can be time-consuming and add to the overall cost of larger projects.
Delayed Value Delivery: Since phases are completed sequentially, the full value of the framework may not be realized until later stages. This could be problematic for businesses needing earlier returns on investment.
In summary, the PBA to framework development is a structured methodology that offers many benefits, including improved risk management, better resource allocation, and iterative improvements. However, it also requires careful planning, coordination, and monitoring to ensure its success. When implemented effectively, it provides a systematic way to develop complex systems while maintaining quality, efficiency, and alignment with business goals.
4. Phased Framework for SMME Growth and Skills Development
Five PBA phases are Assessment and Awareness, Skills Development and Capacity Building, Access to Capital and Financial Inclusion, Infrastructure and Market Access and Monitoring, Evaluation, and Scaling (Bartsch, 2022; Kim & Kim, 2024; Merry, 2024; Project Management Institute, 2021; Rodrigues Chagas, 2024). They are discussed below.
Phase 1: Assessment and Awareness Building
The fundamental objective of this phase is to lay the foundation for entrepreneurship by addressing mindset challenges and identifying gaps in skills, infrastructure, and financing (Briceno Brignole, 2024). Wambura (2024) insinuates that entrepreneurship initiatives are gaining momentum through various strategic activities promoting a vibrant entrepreneurial ecosystem, particularly among youth and women. Entrepreneurship awareness campaigns serve as a nationwide media initiative designed to promote entrepreneurship as a viable career path. These campaigns are crucial for disseminating knowledge and inspiring individuals to explore their entrepreneurial potential, especially in the wake of the COVID-19 pandemic, which, according to Zhiyi et al. (2024), has heightened the need for innovative solutions to economic challenges faced by young people. By showcasing success stories and providing role models, these campaigns not only educate but also empower aspiring entrepreneurs to take actionable steps toward business creation. Complementing these efforts are community workshops and seminars, which are organized locally to increase awareness of successful entrepreneurial ventures in regions like Masvingo. These workshops provide valuable insights into the entrepreneurial process, covering essential topics such as business planning and financial literacy, thereby equipping participants with the necessary skills to navigate the complexities of starting and running a business (Korang, 2024). Lastly, conducting needs assessment and ecosystem mapping through surveys and focus groups allows for a comprehensive understanding of local entrepreneurs’ challenges, including skills gaps, infrastructure needs, and financial barriers. This data-driven approach is vital for tailoring support programs that effectively address the unique circumstances of entrepreneurs in different communities (Huiqin et al., 2012). Together, these activities create a robust framework that not only raises awareness but also fosters an inclusive entrepreneurial culture conducive to innovation and economic growth.
Phase 2: Skills Development and Capacity Building
The objective of this phase is to equip SMMEs with the essential skills (such as managerial, technical, financial and soft skills) needed to thrive in a competitive marketplace (Anoke et al., 2022). According to Dhiman (2023) and Jamatia (2023), the initiative encompasses a multifaceted skill enhancement and empowerment approach focusing on curriculum development, mentorship, and targeted support for youth and women. The development and implementation of tailored training programs in business management, digital skills, sustainability, and soft skills are intended to equip participants with the necessary tools for success (Carvalho et al., 2024; Varadinov & Cardoso, 2024). These programs may be delivered in collaboration with universities, vocational institutions, and online platforms to ensure accessibility and relevance. Additionally, mentorship hubs, peer learning groups, and business incubators should be established to promote continuous support and collaboration among participants. A particular emphasis may be placed on empowering adolescents and women through specialized training sessions, micro-loans, and targeted funding programs that address their unique challenges and aspirations. This comprehensive strategy aims to enhance individual capabilities and seeks to create a supportive ecosystem that nurtures innovation and drives sustainable development within communities.
Phase 3: Access to Capital and Financial Inclusion
The objective is to overcome the financial barriers SMMEs face by developing innovative funding models (Eniola & Entebang, 2015). The activities focus on enhancing financial accessibility and literacy to empower entrepreneurs and small businesses. Microfinance institutions could provide essential funding for underserved communities. Jordaan and Coetzee (2021) point out that promoting innovative funding avenues such as crowdfunding and angel investing for start-ups may lead to diversifying the financial landscape. To complement these efforts, comprehensive financial literacy programs that equip participants with crucial skills in business finance, including financial management, bookkeeping, and cash flow forecasting, may be implemented (Mbanda & Bonga-Bonga, 2024). There needs to be a promotion of understanding financial principles and practices to enable entrepreneurs to make informed decisions, manage their resources effectively, and ultimately drive sustainable growth within their ventures.
Phase 4: Infrastructure and Market Access
This objective aims to enable SMMEs to scale by improving infrastructure and providing market linkages (Isichei et al., 2020). According to Eikelenboom and de Jong (2019), a dynamic approach is essential to enhance the growth and sustainability of SMMEs. This includes improving digital infrastructure by ensuring affordable access to the internet and mobile data, alongside providing e-commerce training to empower SMMEs to tap into broader markets. Moreover, facilitating business development and market linkages is crucial (Kiran & Bose, 2020). This can be achieved by connecting SMMEs to local and international markets through trade fairs and export promotion programs, while also strengthening business-to-business (B2B) relationships between SMMEs and larger corporations. Furthermore, regulatory support plays a vital role in this ecosystem. It simplifies the regulatory framework to alleviate the burdens of doing business and foster a more inviting environment for investment in SMMEs. Together, these strategies create a robust foundation for the growth of SMMEs, enabling them to thrive in an increasingly competitive landscape.
Phase 5: Monitoring, Evaluation, and Scaling
The objective of this phase is to ensure continuous improvement and expand successful models across the country (De la Vega et al., 2023). According to Bläse et al. (2024), the activities encompass a comprehensive approach to enhancing entrepreneurship through regular impact assessments of programs aimed at evaluating their effectiveness in fostering business sustainability, job creation, and innovation. In addition, there is a strategic initiative to establish a dedicated fund to support potential businesses in scaling their operations, alongside efforts to replicate successful entrepreneurial programs in other provinces, thereby broadening their reach and influence.
5. Enabling Ecosystem
The success of this model depends on the actions of entrepreneurs and on the broader ecosystem that supports them (Spigel & Harrison, 2018). Important stakeholders playing a crucial role in the ecosystem that enables a sustainable environment for entrepreneurship, according to Eweje et al. (2021), are the government, private sector, NGOs and development partners, technology infrastructure, and community involvement. Government support for entrepreneurship and SMMEs is crucial for promoting economic growth and innovation. Proactive policies such as tax incentives and legal reforms create a conducive environment for SMME development, enabling them to thrive despite financial constraints (Prasannath et al., 2024). Private sector engagement is equally important. Rosyadi et al. (2020) indicate that businesses can contribute through mentorship, funding, and integrating SMMEs into supply chains, thus enhancing their operational capabilities. Collaboration with NGOs and development partners provides essential technical assistance and funding, further strengthening SMME capacity. Furthermore, investing in technology infrastructure, including digital tools and innovation hubs, supports the modernization of SMMEs and facilitates access to e-commerce platforms. Finally, community involvement that leverages traditional knowledge and cultural practices can enrich business development efforts, ensuring that local contexts are respected and utilized effectively.
Framework
| Figure 1: Objectives, Phased Framework, and Enabling Ecosystem (OPFEE) Model | |||
6. Lessons Learned from the Masvingo Province Investigation
The investigation in Masvingo Province provided valuable insights that shaped the design of this OPFEE model. The study revealed that Entrepreneurs in Masvingo are grappling with a significant skills gap, particularly in financial management, digital literacy, and business planning, which hampers their growth potential; addressing this through tailored training programs is essential for sustainable development. Furthermore, limited access to finance poses a major obstacle, with innovative funding models like microfinance, crowdfunding, and angel investing offering potential solutions. The region also suffers from infrastructure deficiencies, such as unreliable internet access and inadequate market linkages, which severely restrict the growth of small, medium, and micro enterprises (SMMEs) growth, necessitating infrastructure and market access improvements. Additionally, the investigation reveals that gender and youth disparities hinder resource access, mentorship, and funding opportunities for women and young entrepreneurs, highlighting the need for tailored empowerment programs. Lastly, regulatory barriers present complex challenges that deter entrepreneurship; simplifying these processes is crucial to facilitate smoother operations and expansion for SMMEs.
7. Implications for Practice
To facilitate a productive practice discussion centred on the framework themes of “Objectives,” “Phased Framework,” and “Enabling Ecosystem,” the four action implications emerging are to define clear objectives, implement the phased framework, promote an enabling ecosystem, and monitor and evaluate outcomes. These are presented in greater detail below.
7.1 Define clear objectives
This item calls for establishing clear, measurable objectives crucial for guiding actions, evaluating success, involving goal identification and communicating these goals (Bryson, 2018). In identifying specific goals, they should align with both organizational priorities and stakeholder needs. For a common understanding, these goals should be communicated. Communicating these objectives effectively to all team members is expected to ensure that there is alignment and collective understanding from all members.
7.2 Implement a Phased Framework
Adoption of a phased framework for project management can enhance clarity and efficiency and can be done through the decomposition of (or breaking down) projects into smaller subprojects and monitoring progress all the time (Deokar & Sarnikar, 2016). This breaking down of projects into manageable phases can take segments of planning, execution, monitoring, and evaluation. Then, progress at each phase can be regularly assessed to adapt strategies as necessary. This has a high likelihood of ensuring that objectives are met systematically.
7.3 Promoting an Enabling Ecosystem
This entails the creation of an enabling ecosystem, which is viewed as essential for supporting the implementation of objectives and frameworks (Audretsch & Belitski, 2017). This can be achieved by building partnerships and collaboration, including innovation. Building partnerships among stakeholders, including community members, policymakers, and other organizations, to leverage resources and expertise. Then, in encouraging a culture of collaboration and innovation, valued feedback can be used to continuously refine practices.
7.4 Monitor and Evaluate Outcomes
To guard against deviations from the set paths or plans, Kanyamuna et al. (2019) counsel that it is vital to continuously monitor and evaluate the effectiveness of implemented strategies. This involves determining metrics and conducting frequent reviews. SMMEs could establish metrics that align with the defined objectives to measure success quantitatively and qualitatively. They may also conduct reviews regularly to analyze outcomes and make informed adjustments, ensuring ongoing improvement in practices.
8. Recommendations
The paper makes the following recommendations.
- SMMEs should establish SMART (Specific, Measurable, Achievable, Relevant, and Time-bound)objectives and define them to guide their initiatives effectively.
- They should implement a phased framework for project management to ensure systematic progress and timely adjustments based on evaluations.
- They should cultivate collaborative partnerships to promote an enabling ecosystem with stakeholders to enhance resource sharing and collective impact.
- They should regularly evaluate progress by conducting ongoing monitoring and evaluation of outcomes to refine strategies and ensure alignment with established objectives.
9. Conclusion
A sustainable entrepreneurship skills development and SMME growth model, OPFEE, for Zimbabwe requires a multifaceted PBA that addresses the unique challenges that entrepreneurs experience. Insights from Masvingo Province highlight the need for targeted interventions in skills development, access to finance, infrastructure improvement, and regulatory reform. A suitable ecosystem can make Zimbabwe’s SMMEs powerful agents of economic transformation that contribute to a more resilient, inclusive, and sustainable economy. The successful implementation of OPFEE model is necessary for driving meaningful progress and achieving sustainable outcomes. Establishment of clear, measurable goals, adoption of an orderly project management approach, nurturing collaborative partnerships, and committing to ongoing evaluation can enable organizations to create a dynamic environment for responding effectively to challenges while leveraging collective strengths. This holistic strategy enables teams to adapt, innovate, and stay aligned with their mission while maximizing impact. Eventually, embracing these principles will enhance operational effectiveness and cultivate a culture of resilience and collaboration that is essential for the long-term success of SMMEs and the broader economy.
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