Identifying appropriate firms and obtaining their agreement<sup>to participate can be one of the</sup> most difficult and sometimes frustrating aspects of administration.<sup>In most countries, there is no one</sup> unbiased and comprehensive list of firms in a given sector<sup>from which a random sample can be</sup> selected. Furthermore, many sources (official lists, Chambers of<sup>Commerce, trade associations, even</sup> telephone directories) will be biased towards the larger and more modern<sup>firms in an industry. In</sup> Brazil, where we obtained firm names from a trade association,<sup>we consciously stratified our sample</sup> to overcome the size bias of membership and independently<sup>sought out small and micro-enterprises</sup> through personal contacts of our local consultants, by going to<sup>neighborhoods where small firms were</sup> concentrated, and by going to the Korean-Brazilian foundation, which<sup>guided us to several small</sup> entrepreneurs.

In the interest of having your surveyors both be accepted and receive<sup>honest answers, you will</sup> need both the approval of and a certain distance from the government.<sup>Depending on the country,</sup> surveyors may need a letter of introduction from an appropriate Ministry<sup>attesting to the validity of</sup> the PSA and the surve.yor. In spite of this need for sanction, using<sup>government employees as</sup> surveyors or allowing officials to accompany surveyors will hopelessly compromise<sup>your responses</sup> under most circumstances. In many countries, there is profound suspicion of<sup>the government and a</sup> desire to conceal a portion of income generating activities or practices that<sup>evade tax or regulation.</sup> Before launching into the survey, the questionnaire itself must be tested<sup>to assure that the</sup> questions are comprehensible to respondents, that the responses elicited<sup>provide the desired</sup> information, that none of the questions seriously offends or threatens respondents, and that the entire survey does not take too long. There will always be problems or opportunities<sup>to improve questions,</sup> and opportunities to adjust language and questions to local usage<sup>and local institutions -- something</sup> that will increase respondent's enthusiasm. The pace, rhythm and speed of the<sup>interview itself should</sup> be tested -- good flow with logical transitions increases the likelihood<sup>that the respondent will</sup> continue to the point of completion. Thus, it is important to be prepared<sup>to revise the questionnaire</sup> after initial tests.

Local surveyors require training, even if they are already experienced<sup>pollsters. Very few</sup> people have administered a PSA survey, so the type of question being<sup>asked and even the subject of</sup> the survey may be unfamiliar. Furthermore, you must often employ local<sup>consultants who have no</sup> experience in polling or surveying. It is important to orient them to the<sup>purpose of the survey, the</sup> etiquette of interviewing, the importance of confidentiality and the correct<sup>method for filling out the</sup> survey form. Then demonstrate and/or supervise a few sessions of survey administration,<sup>to assure</sup> that the surveyors are professional, friendly and neutral in their manner.<sup>Inexperienced surveyors</sup> may inadvertently lead respondents to certain responses, or even contradict<sup>them if they don't like</sup> their answers! It is also important to check completed forms to assure that surveyors<sup>write neatly and</sup> legibly, and accurately and consistently record responses. Inadequate supervision<sup>may lead to large</sup> losses of data because of errors in entry, unreadable responses or incomplete forms.

During the course of the interview, some respondents will tell extremely<sup>interesting and</sup> revealing stories. Anecdotal information about firms' experience, or even<sup>about the surveyors'</sup> impression about the business may prove valuable in making sense of responses<sup>and provides concrete</sup> examples of otherwise abstract phenomena. It is extremely useful to<sup>get surveyors to write a</sup> paragraph describing idiosyncracies of the firm or respondent, or interesting<sup>anecdotes related by the</sup> respondent. (For example, if a small firm has noxie of the financing or<sup>other constraints of other</sup> 11