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All praise and admiration for almighty Allah. The most gracious, the most kind and merciful who has turned all my effort into a great success.
We have benefited from the help of many people in completing our internship and in preparing this report. Discussion with our Honorable Sir, materials supplied by our friends-everything helped me in an unfold number of ways in shaping this report. Our intellectual debt to all of them who blazed us with helps.
We are particularly indebted to our honorable course teacher, Mr. Faruk Bhuiyah for allowing us to complete our attachment in his well esteemed organization. It is worth mentioning here the name of the following managers or owner of the restaurants for their help in particular: y Md. Kasem Aftab fisheries Chittagong y Md. Abul Kalam Frozen fisheries Chittagong y Md. Nuzural Islam Provida fisferies Chittagong y Md. Siful Islam Borodigi Agro fisheries y Md. Didatul Alam Chowdhury & hussain fisheries
Table of Content
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Executive Summary
General
Keeping in view the immense potentials of fisheries sector of the country in providing better nutrition and employment opportunities, particularly to the poorest of the poor, and the urgency for scientific utilization and management of the aquatic heritage, the Fisheries Research Institute (FRI) was established in 1984 through promulgation of an Ordinance. In 1997 the FRI was renamed as Bangladesh Fisheries Research Institute (BFRI) under Bangladesh Fisheries Research Institute Act (amended 1997). The BFRI is an autonomous research organization and linked up administratively with the Ministry of Fisheries and Livestock, Government of the Peoples Republic of Bangladesh. The general direction, administration and supervision of the affairs of the Institute are vested in a Board of Governors. The Headquarters of the Institute is located at the Bangladesh Agricultural University (BAU) campus, Mymensingh, which functions through its various divisions. In addition to the Headquarters, there are five research stations viz. Freshwater Station, Mymensingh; Riverine Station, Chandpur; Brackishwater Station, Paikgacha, Marine Fisheries and Technological Station, Coxs Bazar and Shrimp Research Center, Bagerhat. Also there are five sub-stations named as Freshwater Sub-station, Jessore; Riverine Sub-station, Rangamati; Floodplain Substation, Santahar; Riverine Sub-station, Khepupara and Freshwater Sub-station, Sayedpur.
Technology Transfer
Subsequent to development of technologies or management practices, the Institute generated research results are transferred through various mechanisms. On-farm trials were conducted through government and non-government extension agencies, private entrepreneurs and NGOs. Different government agencies including Dept. of Fisheries, NGOs, farmers and entrepreneurs were offered training on research-evolved technologies. After successful maturation of technologies, printing materials like manuals, booklets, leaflets, posters etc. were published and
distributed among the users. BFRI published 5 manuals/booklets/leaflets and 2 research reports during reporting period. Besides these, Institute always maintained Farmers Advisory Service in its different stations and sub-stations to resolve farmers day-to-day problems.
Finance
The Institute received an amount of Tk. 396.70 lakh and 485.34 lakh, respectively during the fiscal year 2003-2004 and 2004-2005 from the government revenue budget for institutional operation. Besides, the Institute received an amount of Tk. 85.34 lakh from WorldFish Center to finance the Research for Sustainable Aquaculture Development Project. Also the Institute received an amount of Tk. 10.00 lakh from the government revenue budget to finance its ongoing Fisheries Research Strengthening Project. During the reporting year, the Institute made an income of around Tk. 15.00 lakh from the sale of spawn, fishes, tender schedules, conveyance and other miscellaneous items.
days program in many fisheries. It contains our experience with these and gives us an opportunity to know about SMEs in Bangladesh.
Exim Bank Ltd Islamic Bank Bangladesh Ltd Karmosangesthan Bank Bangladesh Krishi Bank
interest rates as high as 17% to 22%. The Honble Finance Advisor appeared to commiserate with the women entrepreneurs delegation, whereupon he urged the managing directors of private banks present in his audience to do everything in their power to charge SMEs in general and women entrepreneurs in particular interest rates that are affordable. The Honble Finance Advisor expressed his conviction that the under the leadership with a proven track record, the SMEF would more than meet the high expectation the Government and the nation have about it. The Advisor also informed the audience that an orderly transference of the Small Enterprise Fund (SEF) from the Bangladesh Bank to the SMEF was already in train. The Honble Advisor of Industry, Mrs Chowdhury, said that as well as carefully going into the challenging area of credit wholesaling, where prudential guidelines of the Bangladesh Bank would have to be upheld meticulously, the SMEF would need to be very diligent, highly professional and innovative in both generating a facilitation capacity to have business creation services and business development services delivered to SMEs in general and women entrepreneurs in particular in a demand-driven manner. Ms Hua Du said in her address that, while it is relatively easy to create a new institution, what really count for a lot more is to run it most prudently, efficiently, astutely, for that is the only way in which an institution can sustain itself and then can grow in others regard and esteem. She issued a mild note of caution that the SMEF would be well-advised to get involved in wholesaling credit very very gingerly and cautiously. She also advised the SMEF to ensure that it makes the utmost effort to involve, empower, upgrade and collaborate with the private sector and not crowd it out. Mr. Abdul-Muyeed Chowdhury responded by saying that the SMEF has every desire to make the private sector the principal change agent on the ground. SMEF, he said, constantly would remind itself that it is a catalyst, a facilitation platform, and wants to be remembered by its work. Publicprivate partnership is the shibboleth, the imprimatur, by which the SMEF would want to be recognized
enterprises, ensuring enterprise competitiveness, and promoting sustained growth of existing businesses. To identify and report policy anomalies, market and institutional failures that are prejudicial to the legitimate interests of SMEs, based on in-depth research, and stakeholder consultations. To encourage improvement in SME business environment by gradually becoming a one-stop facilitation window center. for SMEs in getting licenses and approvals from various agencies and department, and in accessing other required services. To create a database and provide all needed information about SMEs to investors and service providers To encourage and motivate financial institutions, industry and trade associations, civil-society institutions and bodies, including SMEs own cooperative bodies to meaningfully enhance their capacities for SME development To implement a strategy for facilitating applied R & D while harnessing the synergies existing within the public-sector, corporate and private sector and the research and university system To actively foster greater collaboration, in both design and commercialization, between industry, civil-society and academia in the interest of harmonious development of human resources, and delivery systems for SME develop
industrial sub-sectors such as food, textiles and light engineering and wood, care and bamboo products. According to SEDF sources quoted from ADB (2003), food and textile units including garments account for over 60% of the registered SMEs. However, as identified by various recent studies, (Ahme, M.U. 2001, ADB 2001, US-AID 2001) the SMEs have undergone significant structural changes in terms of product composition, degree of capitalization and market perpetration in order to adjust to changes in technology, market demand and market access brought by globalization and market liberalization.
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Financial Constraints
Access to Finance: SMEs encounter great difficulties while raising fixed and working capital because of the reluctance of banks to provide loans to SMEs. Banks are shy to lend to SMEs because of high processing and monitoring costs of loans to SMEs. The loan application forms for investment financing from banks are long, tedious, and redundant. Since the removal of the interest rate subsidy without the removal of interest band, financial institutions find little incentive to lend to SMEs. SMEs find it difficult to use non real estate assets as collateral to obtain loans from the banks. In the past, the government has attempted to provide SMEs with access to finance through targeted lending. There was a government directive that 5 per cent of a bank's loan portfolio be set aside for small and cottage industry financing. A new bank, namely,
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the Bank of Small and Cottage Industries (BASIC) was set up in 1988 with the objective of financing the small and cottage industries. There were also attempts to channelize fund received from international agencies such as the Asian Development Bank (ADB) to the sector through private banks. There were provisions of favorable debt equity ratio, special interest rates and credit guarantee scheme. The central bank also issued directives to both public and private commercial banks regarding working capital loans, use of standardized documentation procedure and time limits for credit sanctioning and loan disbursement. Notwithstanding all these arrangements for financing of SMEs, the actual delivery of institutional credit to this sector has been grossly inadequate. The following seem to be the key factors inhibiting flow of institutional finance to the sector. Project Preparation and Evaluation: The first problem entrepreneurs face in seeking institutional finance is with regard to preparation of the project proposal. In spite of directives from the central bank to follow standardized procedure, the loan application process has still remained lengthy and cumbersome. The entrepreneur often lacks the ability to formulate a proper project proposal. Even when he prepares the proposal drawing on outside expert services, there is no guarantee that the proposal will be evaluated properly as the financial institutions themselves lack adequate capability for proper project evaluation. Collateral Requirements: One of the main factors that have hampered flow of institutional finance into SMEs is banks' pre-occupation with collateral based lending. Traditionally banks have used fixed asset ownership, particularly land ownership as the basis for judging credit worthiness. This puts SMEs at a relative disadvantage, as large entrepreneurs are often able to get around the problem because of their influence and contacts by putting up collateral of dubious valuation. The solution to this problem lies in banks seeking deposit relationship with owners of SMEs and using cash flow rather than asset ownership as the criterion for creditworthiness. An expanded credit guarantee scheme will have to play a vital role in this regard. Bureaucracy and Corruption: Because of lack of proper autonomy and accountability the public sector financial institutions are beset with inflexibility, inefficiency, political interventions and corruption. Since the performance of the bank officials is not properly evaluated they lack the incentive to bring a large number of suitable borrowers, particularly those in the SME sector, within the fold of institutional financing. They adopt a passive and inflexible attitude towards the borrowers either to avoid the risk of making an inappropriate lending or to force the borrower to make side payments for more favorable handling of the loan application. Until necessary reforms in the public financial institutions are carried out, the SMEs will continue to bear the brunt of this institutional malice.
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Citibank Number employees < 60 BRAC Bank Loan size < 3 million Tk AB Bank Loan size < 100 million Tk
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At present, fisheries are under assault from a wide variety of problems, including over-fishing, indiscriminate killing of juveniles, drainage and irrigation projects without having any regard to fish breeding and rearing needs, water pollution, fish disease, defective and insufficient fish conservation laws, inadequacy of proper processing, marketing, siltation, degradation of wetland, changes in river courses, land reclamation, unscrupulous use of chemicals in agriculture, destruction of spawn, inadequate knowledge, unwise use of natural resources etc (Fifth Five Year Plan 2002). With a view to overcome those problems, the Government of Bangladesh has passed several fisheries laws and policies. Three categories of fisheries laws have been developed, each aiding the development and administration of different water bodies: inland open water, inland closed water, and brackish and marine water. There are some categories of major fisheries resources, such as inland open water 4.05 million ha, Inland closed water including brackish water 0.39 million ha, brackish water 0.14 million ha and marine water 16.61 million ha. In the meantime, the government of Bangladesh ratified-13; signed-6, accessed-12, and 11 made accession including Biological Diversity in protecting the environment of the country.
Survey outcome:
This survey is conducted on five fisheries Total Sample size = 5 1. Capital of the business Range of Capital
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capital of business in %
100% 80% 60% 40% 20% 0% At starting At present
Comment: In this diagram it is shown that, 100% of total surveyed fisheries started their business with capital less than 2 cores; at present 60% less than 2 cores and 40% (2-4 cores). 2. Data shown as they have prepared any plan at the starting time to achieve their goal or dream: Response Yes No 4 1 In % 80 20 Total respondents 5
Yes 0 20
80 40 60 80 100
Comment: In this diagram it is shown that, 90% of total respondent response that they have prepared any plan at the starting time to achieve their goal or dream; 10% or remaining respondent responded that they are not prepared.
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3. Importance of long term planning for SME: Response In % Total respondents Yes 5 100 5 No 0 0
100% 50% 0%
Comment: This graph shows that, 100% of total respondents think that long term planning is important for SMEs and remaining 0% dont think it as important for SMEs
Yes No
3 2
60.00% 40.00%
Yes No
Response
Comment: In this figure 60% of total respondents response that they are prepared for the long term planning and the remaining 40% of the respondents are not prepared for this
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5. Reasons for not preparing the long term plan: 40% of total respondents dont prepare the long term plan since there may have many limitations such as. Here sample size is = 2= 40% respondent who dont take long term plan. a. Lack of time =(3+1)/2 = 4/2 = 2 or 20% b. Lack of specialized expertise = (10+9) =19/2 = 95% c. Inadequate knowledge of planning process = (8+9) =17/2= 85% d. Reluctance to share strategic plan with employees =(8+8) = 16/2 = 80% e. Environmental uncertainty =(2+7) = 9/2 = 45% f. Size of business = (4+6) = 10/2 = 50% g. Internal implementation barriers = (5+7) = 12/2 = 60% h. Business life-cycle = (10+5) = 15/2 =75% i. Others(inadequate finance) = (8+10) = 18/2 = 90% 6. How the barriers of preparation of strategic planning can be removed: Description Response In% Employing expert employee Providing training to existing employees To make realize its importance Govt. rules or incentives/ assistance 1 3 3 4 20 60 60 80
Total respondents 5
Response
Comment: Here shows that 16.67% think that by employing expert employee barriers can be removed and 83.33% didnt think this; 83.33% of total respondents think that by providing training to existing employees and 16.67% dont think this; 66.67% of total respondents think that by govt. rules or incentives/ assistance barriers can be removed.
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In % 100 0
Total respondents 5
Response
0% no 100.00% yes
0.00%
50.00%
100.00%
Comment: This shows that, 100% of total respondent response that they are fully dependent on their plan and the 0% response that they are not dependent. 8. How many SMEs know their SWOT: Response In % Yes No 5 0 100 0
Total respondents 5
Comment: It is shown that, 100% of total respondents response that, 100% of total SMEs knows their strengths, weakness, opportunities and threats. 9. How many SMEs prepare short term plan just to face present situation: Response Yes No 3 2 In % 60 40 Total respondents 5
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Response
yes no
40%
60%
Comment: there is shown, 60% of total surveyed SMEs prepare short term plan just to face present situation and 40% dont. 10. How many respondents think that short plan is more effective than the long term plan: Response Yes No 2 3 In % 40 60 Total respondents 5
response
yes no
40% 60%
20
Comment: In this diagram it is shown that 40% of total surveyed SMEs think that short plan is more effective than the long term plan and 60% don think. 11. Benefited by long term plan: Description Higher sales growth Higher return on assets Higher margin or profit Higher employee growth Development & implementation of plan Sustainable development(avoid failure) Efficient in competition International growth Others Response 4 3 3 2 5 2 4 2 1 In% 80 60 60 40 100 40 80 40 20 Total respondents
100.00%
50.00%
0.00%
Response
Comment: In this diagram, it is shown that 80% of total respondents votes in higher growth sales and 20% didnt response; 60% votes on higher return on assets and 40% didnt response; 60% votes on higher margin or profit and 40% didnt response; 40% votes on higher employee growth and another 60% didnt response; 100% votes on development & implementation of plan; 40% votes on sustainable development(avoid failure) and 60% didnt vote; 80% votes on efficient in competition and 20% didnt voted; 40% votes on international growth and the remaining percentage goes on silence and 20% votes on others and 80% kept silent.
12. Problems face by an organization if strategic plan is not prepared: Description response In % Total respondents
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Low profit Low expansion/ development Dissatisfaction of employees Unable to sustain in the market for long Dissatisfaction of customers Loss of market share Poor in competition Others..
5 0 4 2 3 4 5 0
100 0 80 40 5 60 80 100 0
0.00% 100% 80.00% Response 0% 100.00% 0.00% 20.00% 40.00% 60.00% 80.00% 100.00% 60% 40.00% 80.00%
Comment: Diagram shows that, if the strategic planning is not taken, 100% think that there may be low profit, 0% were silent; 0% think that there may be low expansion/ development; 80% think that there may be dissatisfaction of employees, 20% were silent; 40% think that there may be unable to sustain in the market for long, 60% were silent; 60% think that there may be dissatisfaction of customers, 40% kept silent; 80% think that there may be loss of market share, 20% were silent; 100% think that there may be poor in competition and there is no comments in others.
Findings:
SME is a sector which is indispensable for overall economic development of a country like Bangladesh. Being labor intensive with short gestation period, SMEs are capable of increasing national income as well as rapid employment generation; achieving goal of eradicating extreme poverty and women empowerment. SME development is currently considered as one of the major pro-poor socio-economic development policy. Since one of the key issues concerning SME development in our country is lack of financing (SMEs often find it difficult to avail adequate credit in our country. By analyzing the whole literature and survey we have got many finding which is mentioned below. 01. Maximum SMEs in Bangladesh has a poor capital, we find those restaurants which have
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the capital within one core even there is capital within 2-3-4 laces. 02. 80% of total respondents said that they think that long term planning is important for SMEs but only 20% of total surveyed SMEs are prepared for long term planning because of some lacking. There is 95% of lacking of specialized expertise, 60% of inadequate knowledge of planning process, 85% of lacking of business size, 60% cause of internal implementation barriers, 60% reasons of business life-cycle and 75% of inadequate finance which is the most common problem or barriers in the most SMEs. 03. These barriers can be removed if the govt. rules or incentives/assistance will be made in favor of SMEs and by making realize its importance: respondents think. 04. There is 40% SMEs which dont prepare the short term planning just to face the present situation yet 60% confess that short term planning is more effective than long term plan. And they also confess that they are fully ( 100%) known about SWOT. 05. They also confess that in order to long term plan development and implementation can be done 100%; 80% said that higher sales growth can be ensured; 60% said that higher return on assets, Sustainable development or can be avoided failure; 50% said that higher employee growth can be ensured. 06. If strategic plan is not taken, 100% response that poor competition may be occured; 80% response that low profit may be come; 60% response market share may be lost and employee may be dissatisfied and 60% response that customer may be dissatisfied.
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the sector and does not ensure access to resources by the poor communities and their participation in the decision making process. It also lacks vision for dealing with some of the trade measures which constrain the market access capacity of Bangladesh in the developed countries. In view of the inadequacies in the fish policy to tackle the emerging issues and the challenge to deal with the emerging compliance regulations at the global level a number of recommendations may be made for the fish industry in Bangladesh. 1. Assessment of the Sector: A complete assessment of the sector has to be made to have a full overview of the production, yield, capacity utilization, production method, effort level and economic contribution. It is essential in order to formulate a policy for the sector. Information on the number of players of the sector and their activities should be comprehensive. A clear understanding of the role of various stakeholders, their economic and social background, their role, their demand and priorities is also important for the policy makers to suggest a useful and practical strategy. 2. Monitoring of fish Farms: Being the most profitable economic activity fish farming is a lucrative profession for many in the coastal region. In the absence of any policy fish farming are taking place in an unplanned way causing economic, environmental and social problems. Strict supervision and monitoring system is needed to stop further conversion of agricultural land into fish farming. Imposition of strict environmental regulation is also required in order to protect the ecological balance of the area. 3. Increase Yield and Capacity Utilisation: As fish processing firms are operating at the below capacity level it is important that fish farmers increase their yield. Since land is scarce resource in Bangladesh yield should be increased by better management practice by the fish farms. If fish farms could double their yield per acre of land, shrimp processors could increase their processing capacity up to 50 percent without bringing new land under shrimp farming (IUCN, 2004). However, to be able to do that shrimp farmers need training on better 65 management of their ponds and should have access to information on various rules and regulations. 4. Close Supervision of Quality Control: In order to ensure the market access the quality control of fish at every stage in the export chain is a must. Inspection by the concerned government official from time to time and giving guidance and training on a continuous basis on the developments of relevant rules and regulations should be a regular practice for all the licensed shrimp processing plants. The EU regulations have forced the fish sector to undertake certain measures which have improved the processing standards at the exporting plants. However, quality control at other points of the production system, such as landing and procurement centres is equally important for the industry to be competitive in the global market.
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5. Access to Information: Clear knowledge on the requirements under various rules and regulations of the WTO is the pre-requisite for compliance. At the current multilateral trade regime rules are being changed and evolved continuously. It is difficult for the shrimp exporters of Bangladesh to follow and understand all the relevant developments right away due to lack of information. Therefore, information should be shared through training on the requirements of the buyers. The Ministry of Commerce (MOC) may help in giving training on the rules and regulation related to fish exports. The Ministry can also share information through its WTO cell on the relevant issues. 6. Awareness Building: The consequences of being non-compliant should be taken into cognisance by all concerned. In case of shrimp exports, the EU had been giving signals to Bangladesh for quite sometime before the imposition of the ban but there was lack of awareness of the actual meaning of such indication by the importers both at the government level and among the private processing plants. 7. Market Diversification: Bangladesh should also do marketing in other countries including Asia to promote its shrimp export. The share of export to Japan and Australia may be increased since these countries are less stringent on HACCP rules. The country will be able to expand its market for shrimp through advocacy and active initiative as Bangladeshi fish are produced in a natural process.
Reference:
Website Field survey
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