# _6.8 Qualitative evidence_

To get further insights into the impact of the support given to firms in the treatment groups and to understand what factors may explain the delay in achieving some of the goals, following the baseline survey we conducted 13 focus group discussions with about 120 participants in total and 54 semistructured interviews with treated and control firms as well as community leaders.

In line with the results above that we derived from the structured survey, matching grant beneficiaries also reported in these rather open conversations increased business management knowledge that is helping them to innovate and to diversify their product offerings, to improve product quality, and to save on costs for more reinvestments in the firm. Cash grant beneficiaries reported in particular increased investments in physical capital (equipment and infrastructure), inventory, and production inputs. Even firms in the control group reported some improvements in business management practices following the basic training that all sampled firms had to follow. These entrepreneurs especially hailed their improved knowledge in financial management, marketing, and customer relationships. A control firm said: “Yes, the competitiveness of my firm improved in particular in the management of the firm and in the domain of financial management.” Yet, among the treated entrepreneurs, many found the selection and disbursement procedures lengthy and disturbing for their production plans. But many respondents have rather positive expectations for the months to come. Beneficiaries of cash and matching grants expect a major change in their production owing to the training and financial support received. One beneficiary said: “In the next twelve months, our production situation will change thanks to the knowledge acquired from the training; we can build business relationships with other firms thanks to the commercial fairs, and this will increase our business knowledge further.” A beneficiary of a cash grant said: “The production will increase with the construction of a bigger building and the acquisition of a full set of equipment for a modern hairdressing salon. Also, I plan to hire employees and train myself.” Interviewees also reported more generally that the activities of the Bagré Growth Pole project created opportunities and incentives, which motivated them to grow their existing businesses or to engage in entrepreneurship. For example, the provision of irrigated lands, inputs for livestock production, and BDSs also induced the development of markets for products that are locally consumed and exported to neighboring countries.

Regarding the distinct impact of the program on men and women, most entrepreneurs reported that female entrepreneurs produce and sell more than male entrepreneurs. Many perceive women as demonstrating better entrepreneurial traits such as perseverance, strong engagement, trustworthiness, and saving and marketing abilities which would enable them to grow their businesses. Yet, it is also emphasized that some activities are only suited to men while others are only suited to women given local norms and customs. In addition, it was said several times that female entrepreneurs can grow their firm above a certain size only if their husband and their family support them.

Finally, the focus group discussions and in-depth interviews suggest that many entrepreneurs in the treatment groups face additional constraints that need to be removed to unlock the full potential of their activities. Many entrepreneurs said that they are not yet fully exploiting their equipment and would need to hire more staff but are unable to pay the wages. Many reported that they are not able to hire qualified workers who often require a higher wage and a formal contract. A beneficiary of a cash grant said: “Yes, I think I need more workers for managing my firm,” and a beneficiary of a matching grant said: “I am not hiring because I do not have the financial means to pay a worker for now.” Other beneficiaries prefer to improve the conditions of their current workers or to employ family labor to save costs for reinvestment 31