Cronograma de actividades programa educación financiera a gerentes y

This theme does not directly respond to any of the research questions; however, it respond to the second newly emerged question out of three (section 5.8). The question is a precondition to develop CCA. This theme provides some clues that support to develop a new concept for CCA-based training programmes.

During the fieldwork, I found that business prospect is central for financing accessibility. In addition, the value of CCAs is, indeed, the key determinant of business prospect. Since, CCA is poor and the training context is inconvenient for owner-manages then the question emerged in me that what could be the treatment of enhancing CCA. Furthermore, the reluctance to training of owner managers is a key issue. The research text shows that the activities are better than the classroom based learning system. The research text produces some clues that indicates an alternative form of classroom based training. For the SMEs, this is defined as a “social counselling” (See Subtheme 2B). The conversation with participants naturally produces some clues that later produces a complete theme. The theme provide an alternatives of classroom based learning system. This informal social counselling happens between loan officers and owner-managers, buyers and owner-managers and owner-managers and owner-managers.

Particularly for this theme the concerned discourse have been presented more elaborately. In the Bangladeshi context, the social cordiality is a general phenomenon. For example, CCA where people easily trust each other in a short-term relationship (See Subtheme 2B). Another phenomenon is that people want to teach rather than learn. This interest in teaching happens in interpersonal relation, materialistic relation and social relation that between different group of people through a natural social network system. This network happens between different groups of people as follows-

• Loan officers to owner-mangers; • owners-managers to owners-managers;

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• Buyer/suppliers to owner-managers

5.9.1. Discourse 5A: Loan officer to owner-manager

This point of the discourses implies that the classroom-based learning for the owner- managers does not work. Rather, the informal counselling is important. One of the higher officials of BB explained one of his experience as-

“A branch manager of a private commercial bank has a good relation with a shrimp firm in Khulna. The owner of the firm was a good person and good entrepreneur. Once he lost a huge amount of money by business fall and he could not return the bank loan. Then based on the owner’s honesty and managerial manner, the branch manager gave a big amount of loan at his own risk going out the bank’s SME financing policies. The manager used to monitor the management once a week and was mixing with worker and keeping communication with the owner and sharing his view with both of them. When he was going to visit the firm, all the workers respected him and informally kept a chair for the bank manager. At the end of the project, the firm made a good profit, paid the returns, and turned the firm in a good stage. Though the branch manager provided loan at a high risk, he was awarded silver medal for that year among all branch managers of the private bank.”

(HO24, Ashrafuzzaman)

This discourse clearly indicates that the full involvement of loan officers with SMEs in a social relational manner, the SMEs’ prospect could be improved. However, this is the example of established firms who have been approved for loan. In other perspective, it is perceived that the loan officer took a risk because he found the prospect in the owner- managers (LO13, Nazmul).

5.9.2. Discourse 5B: Owner-manager to Owner-managers

The social counselling could be happened between established and experienced owner-managers and the first accessing owner-managers as neighbours. For their particular points of the contextual truth, the entire discourses have been presented.

Nazmul had a SME customer named Belal who had Lather business. Belal had been using loan money from Nazmul’s bank. Nazmul would visit Belal’s business premise

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sometimes for official reason, sometimes just to say ‘hello’ while visiting other firms around him. Nazmul would see a young boy named Bishu in his customer’s firm. Nazmul said,

“The boy serve me tea, coffee and looks interested in speaking with me. I learnt from Belal that Bishu has a small business with a lathe machine. Bishu was working at Belal’s firm and once he became interested in doing business. Belal helped him to open the business with one lathe machine. My client recognised that Bishu’s business performance was good and wants to buy another machine to grow his business but he does not have enough money. Then I advised him to open a bank account, a trading license and make transaction with my bank for at least three months. He did that and finally I approved five lacs taka (BDT.5million).”

(LO13, Nazmul) It was surprising to me. I asked Nazmul, “on the basis of nothing have you provided him that much money? He replied,

“I saw Belal has a speed in doing business. Besides, he does not take any decision without discussing with Belal. As Belal recognises him, I considered him positively. Bank transaction is a supporting document to write positive report to head office. If we see good prospect, then we sometimes advise this way.”

(LO13, Nazmul) This discourse reflects that the owner-managers needs CCA. This means the value of CCA attract neighbouring successful owner-managers to provide social counselling. This is an example of the benchmark of the social capital in the Bangladesh culture where a person only can provide counselling only for mental satisfaction.

5.9.3. Discourse 4C: Buyer/Customers to owner-managers

This discourse provides clues about the informal social counselling from customers to first accessing owner-mangers. Shimul Engineering workshop manufactures steel furniture and environment friendly ovens for rural household. His main customer of environment friendly oven is an NGO who buys the oven from the firm and sells in rural area. I got the appointment with Shimul by telephoning conversation. When I reached

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Atonu, marketing managers of the NGO gives logistic help to Shimul for long time. Shimul allowed Atonu to participate in the interviewing because he is almost illiterate. He introduced Atonu as-“This is Atonu, MBA in marketing. If he was not with me, then I could not come to this stage. He gave me plan and helps to take decision. Without his concern I do not take any decision”. Then I introduced myself with Atonu and explained my aim of the conversation. I asked him, “I see Shimul is grateful to you so much…how have you first introduced with Shimul?” He replied,

“actually I did not do that much for him…but…yes, he shares his business condition, plan and other things with me. I also give my opinions…he takes his own decision. Then I asked, “do you only share your views about the oven that you buy or about the still furniture as well?” I asked question to Atonu but replied Shimul, “all…all the things I share with Atonu da. Then I asked Atonu, “if company transfer you to other district then how would you help him” He replied, “it does not matter in this mobile age…I like him.”

(LO15, Shumul)

This discourse implies that the experienced marketing officers of a big buyer can provide logistic support to struggling owner-managers by using the observation and experience.

5.9.4. Summary of the Subtheme 5 (Informal free social counselling is a Contextual Truth)

In all kind of this informal counselling, there is some mental interest and materialistic interest. For the informal counselling between established owner-managers and opaque firm’s owner-managers, the ground of the counselling is the learning interest of small firms’ owner-managers and the mental satisfaction of established/successful owner- managers. The social counselling between owner-managers and the buyers’ staff is grounded by business interest; however, this is not formal. Rather this is by the interest of owner-managers’ interest in learning. The buyers’ staff wants to ensure good quality of product in time and the owner-managers follow the informal advice of the buyers that happened by interpersonal relationship. In this point of view, it could be defined as materialistic networking. The social counselling between bank manager and owner- managers is fully materialistic. In that case, bank managers intend to ensure the

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repayment from the business performance. Based on the manager-entrepreneurs relationship, the managers informally found out the problem in business operation and provide necessary advice that the owner-managers follow for any business success. This is because the owner-managers have strong self-efficacy approach but poor learning attitude.

The social counselling is a part of the socio-cultural trend (See section 3.5.8). This is a form of social capital that is, indeed, the solidarity and trust between different group of people (Coleman, 1988), which is more true in the Bangladeshi context. The counselling from established owner-manager and buyers happens based on that solidarity, which is defined as bonding perspective of social capital (Adler and Kwon, 2002; Davidsson and Hong, 2003). On the other hand, Burt (2007) provides another perspective, which is bridging perspective. The bridging perspective does not fully match with the social counselling because the owner-managers does not anyway attempt to make money from the other party, they intends to learn for the business performance as they have available social counsellors closer to them. Therefore, either the relation or interest of teaching or by materialistic interest could define this relations and informal counselling as another kind of bridging perspective by which, the owner-managers achieve necessary counselling from available related people.

This kind of social capital is not entirely new. The bonding perspective fully concentrates on social relation that leads to social wellbeing and economic wellbeing (Bourdieu, 2005). The bridging perspective is fully on personal income oriented. However, in the case of getting counselling help there is no literature. Putnam (2000) straightway views that trust and affiliation between groups, individuals and institutions is the key base of social capital. The findings of this study inform the informal learning perspective between owner-managers and different groups. Therefore, this learning perspective of social capital could be systematically used for CCA development. In that case, the normative social counsellor and learning attitudinal owner-managers could be put together to accelerate the counselling in a formal way.