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Enterprise Development, Privatisation and Restructuring

21 December 2016


Until relatively recently it was commonplace in both developed and emerging nations for governments to institute a range of import barriers (both formal and informal) in order to protect domestic manufacturers and suppliers against international competition. In the last decade, and encouraged in particular by WTO entry requirements, these barriers are falling and producers and manufacturers are being forced to compete against in a wider global marketplace. At the same time, the explosive spread of worldwide media access has led to an increasingly sophisticated consumer, demanding the highest level of goods and services.

While enterprises around the world face the same competitive pressures, the relative shortage of leading-edge marketing and entrepreneurial skills and expertise in developing nations/emerging markets/transitional economies has, in many instances, resulted in inefficient technologies continuing to be applied to the production of non-competitive products, with resultant loss of market share, even in domestic markets.

Our experience 

The private enterprise sector is widely recognised as the engine for growth in most economies and the donor community has promptly realised that the inability of manufacturers and suppliers in developing nations and transition economies to maintain domestic share, never mind compete in international markets, acts as an increasingly significant barrier to economic reform. A number of initiatives have therefore been established to encourage the dissemination and integration of "best-western" marketing and manufacturing practices and techniques into "un-reconstructed" enterprises in developing nations/emerging markets/transition economies. 

BDO's International Projects Group (IPG) has been particularly successful in this arena; the following are a selection of assignments where we have successfully implemented inputs for sustainable enterprise development, privatisation and restructuring.