When formulating questions, never forget the need to analyze the results at the end. Think carefully how qualitative responses can be represented by numbers (i.e. coded) for statistical analysis. Make sure that quantitative multiple choice questions yield responses that "add up" -- if you're asking about sources of credit, you want responses from each firm to total 100%. Reflect on any ambiguities in the language of questions that could make responses difficult to interpret.

Matching surveys to the population In designing surveys, it is important to match the sophistication of language and information required by a survey to the group being surveyed. Language should generally be kept simple enough for the _least_ sophisticated group being surveyed to understand. If you know from pretesting that the firms being interviewed share certain problems, unique institutions or common terminology, it may be useful to adapt questions to explicitly incorporate them. That tailoring can better engage the respondent in the survey process (although it has, in some cases, put the surveyor in the role of therapist, listening to an entrepreneur "open up" to someone who finally understands his plight).

At the outset, it is crucial to generate enthusiasm and allay fears through an opening explanation. The explanation should explain both the purpose of the survey and the ultimate value it will hold for the respondent himself. It must also ensure the confidentiality of the respondent and his responses. The disclaimer is also a good time to dissociate the survey from any ongoing Bank activity, so that the respondent does not treat the survey like a loan application. Sample wording might be: _The purpose of this survey is to better understand constraints that hinder the development of private businesses like yours. This study is being conducted by the World Bank to assist it in advising the govemment on ways to change policies that impose a burden on private firms and may assist in developing newprojects and programs that strengthen supportfor enterprise growth. It is no! connected to any current World Bank project. The information obtained here will be treated strictly confidentially, and neither your name nor the name of your finn will be used in any documents based on this survey._ To further assure respondents, early questions in the survey should ,ave non-threatening responses. Questions should be sequenced to place safer ones early on, so that a relationship of trust can be established between surveyor and respondent. Questions about level of sales (turnover) or, worse yet, profit are extremely sensitive, particularly in countries where tax authorities are perceived as predatory. If reasonable alternatives cannot be found, such questions should at least be placed close enough to the end of the interview that some trust is established and that, if the respondent becomes alienated by the question, important other responses are not lost.

Survey Implementation One of the first things anyone wants to know about a survey is "How much does it cost?" The answer is highly dependent on the number of firms to be included, the number of different economic sectors and the number and dispersion of locations at which the survey will be administered. It also depends on the length of the survey itself (time _is_ money) and _who_ administers the survey. Small-scale, single-sector, single-city surveys of 3040 firms have been carried out by local consultants (for example in Tanzania) for a few thousand dollars. Needless to say, nationwide, multisectoral surveys of two hundred firms such as that done in Kenya cost considerably more. The costs of staff time for designing the survey and entering and analyzing its results will also vary with its scope and length. Your own time is, of course, one vital (and often underestimated) input into designing, organizing, pretesting and supervising implementation of the survey, as well as subsequent analysis.

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